Village of Bensenville, Illinois BOARD OF TRUSTEES MEETING

Transcription

Village Board
Village of Bensenville, Illinois
President
Frank Soto
BOARD OF TRUSTEES
MEETING AGENDA
6:30 P.M. Tuesday, January 11, 2011
Trustees
John Adamowski
Morris Bartlett
Patricia A. Johnson
Martin O’Connell
Oronzo Peconio
Henry Wesseler
Bensenville Village Hall, 12 S. Center Street, Bensenville IL 60106
Village Clerk
JoEllen Ridder
Village Manager
Michael Cassady
I.
CALL TO ORDER
II.
PLEDGE OF ALLEGIANCE
III.
ROLL CALL
IV.
PUBLIC COMMENT (3 minutes per person with a 30 minute meeting
limitation)
V.
APPROVAL OF MINUTES
December 7, 2010 - Board of Trustees
December 14, 2010 – Board of Trustees
VI.
VII.
WARRANT – January 11, 2011 #11/01 - $1,371,675.68
CONSENT AGENDA – CONSIDERATION OF AN “OMNIBUS VOTE”
1. Ordinance Amending Village Code Title 3 – Chapter 3 – Liquor
Regulations – Reducing Number of Class A Liquor Licenses
VIII.
REPORTS OF STANDING COMMITTEES
A. Community and Economic Development Committee – No Report
B. Infrastructure and Environment Committee
1. Resolution Authorizing the Execution of a Purchase Order and a 12
Month Contract Extension for Dial-A-Bus Transportation Services
from First Transit, Inc.
2. Resolution Authorizing the Execution of a Purchase Order and
Contract for Engineering Design Services for Water Main & Lighting
Improvements at Irving & York to Baxter & Woodman
C. Administration, Finance and Legislation Committee – No Report
D.
Public Safety Committee – No Report
IX. INFORMATION ITEMS
A.
PRESIDENT'S REMARKS
Authorization of a F.A.A Airport Impact Consulting Team.
B.
VILLAGE MANAGER'S REPORT
Introduction of Public Works Director Joseph Caracci.
C.
VILLAGE ATTORNEY’S REPORT
X.
UNFINISHED BUSINESS
XI.
NEW BUSINESS
XII.
EXECUTIVE SESSION
XIII.
A.
Review of Executive Session Minutes [5 ILCS 120/2 (C)(21)]
B.
Personnel [5 ILCS 120/2(C)(1)]
C.
Collective Bargaining [5 ILCS 120/2 (C)(2)]
D.
Property Acquisition [5 ILCS 120/2(C)(5)]
E.
Litigation [5 ILCS 120/2(C)(11)]
MATTERS REFERRED FROM EXECUTIVE SESSION
XIV. ADJOURNMENT
Please Note - The Village of Bensenville is subject to the requirements of the Americans with Disabilities Act of 1990.
Individuals with disabilities who plan to attend this meeting and who require certain accommodations in order to allow them to
observe and/or participate in this meeting, or who have questions regarding the accessibility of this meeting or the facilities, are
requested to contact Village Hall (630-766-8200) at least 3 days prior to the meeting to allow the Village of Bensenville to make
reasonable accommodations for those persons.
Village of Bensenville
Board Room
12 South Center Street
Bensenville, Illinois 60106
Counties of DuPage and Cook
MINUTES OF THE VILLAGE BOARD OF TRUSTEES MEETING
December 7, 2010
CALL TO ORDER:
1. Village Clerk, JoEllen Ridder, called the meeting to order at 6:30 p.m.
ROLL CALL:
2. Upon roll call by Village Clerk, JoEllen Ridder, the following Board
Members were present:
Adamowski, Bartlett, Johnson, O’Connell, Peconio, Wesseler
Absent: President Soto
A quorum was present.
Trustee Peconio made a motion to appoint Trustee O’Connell as
President Pro Tem. Trustee Adamowski seconded the motion.
ROLL CALL:
AYES: Adamowski, Bartlett, Johnson, O’Connell, Peconio, Wesseler
NAYS: None
Motion carried.
PUBLIC
HEARING:
3. President Pro Tem O’Connell called the public hearing for the
proposed annual budget for 2011 to order at 6:32 p.m.
Village Manager, Michael Cassady gave an explanation of the 2011
budget.
Director of Finance, Tim Sloth, made a presentation regarding the
2011 budget
President Pro Tem O’Connell asked if there were any members of
the audience that had any questions or comments. There were none.
Trustee Peconio made a motion to adjourn the public hearing.
Trustee Johnson seconded the motion.
Minutes of the Village Board Meeting
December 7, 2010 Page 2
ROLL CALL:
NAYS: None
Motion carried.
President Pro Tem O’Connell adjourned the public hearing at
6:45 p.m.
PUBLIC
COMMENT:
Xhemal Sadiku – 750 Brentwood Drive
Mr. Sadiku addressed the Village Board with his concern regarding
the proposed ordinance increasing the amount of liquor licenses in
town.
Patrick Coyne – 276 S. Center Street
Mr. Coyne addressed the Village Board with his concerns of the
potential hiring of an outside service to conduct inspections for the
Village of Bensenville.
Irene Bahr – 1751 S. Naperville Road, Wheaton, IL
Ms. Bahr was present as council for Walgreens and was available for
questions and comments in regards to the ordinance increasing the
amount of liquor licenses in town.
APPROVAL OF
MINUTES:
WARRANT NO.
10/40:
4. There were no minutes for approval.
5. President Pro Tem O’Connell presented Warrant No. 10/40 in the
amount of $1,410,270.62.
Motion:
Trustee Peconio made a motion to approve the warrant as
presented. Trustee Johnson seconded the motion.
ROLL CALL:
NAYS: None
Motion carried.
Resolution No.
R-98-2010:
6. President Pro Tem, Martin O’Connell, gave the summarization of the
action contemplated in Resolution No. R-98-2010 entitled A
Resolution Adopting the 2011 Village of Bensenville Meeting
Schedules.
Motion:
Trustee Johnson made a motion to approve the resolution as
presented. Trustee Bartlett seconded the motion.
ROLL CALL:
NAYS: None
Motion carried.
Motion:
ROLL CALL:
7. Trustee Bartlett made a motion to cancel the scheduled Board
Meeting for December 21, 2010. Trustee Wesseler seconded the
motion.
NAYS: None
Motion carried.
Ordinance No.
:
action contemplated in Ordinance No.
entitled An
Ordinance Amending the Bensenville Village Code, Title 3 –
Chapter 3 – Section 5 – Class F – Liquor Regulations.
Village Attorney, Mary Dickson, read a statement from President
Soto requesting this item remain tabled until he is present at the next
Village Board Meeting. No action was taken on this ordinance.
PRESIDENTS
REMARKS:
Resolution No.
R-99-2010:
action contemplated in Resolution No. R-99-2010 entitled A
Resolution Petitioning the West Central Municipal Conference
for Associate Membership for the Village of Bensenville.
Motion:
Trustee Peconio made a motion to approve the resolution as
presented. Trustee Bartlett seconded the motion.
ROLL CALL:
NAYS: None
Motion carried.
MANAGERS
REPORT:
NEW
BUSINESS:
EXECUTIVE
SESSION:
ADJOURNMENT:
Village Manager, Michael Cassady, stated that the Village has
received a petition from building owners in Special Service Area
Number 9 stating their objections to the SSA.
Trustee Wesseler held a moment of silence for Pearl Harbor Day.
Village Attorney, Mary Dickson, called for an Executive Session for
the purpose of discussing pending, probable, or imminent litigation,
acquisition of real estate property, personnel, and collective
negotiating matters. No actions will take place as a result of the
discussions.
Trustee Wesseler made a motion to adjourn the meeting and go into
Executive Session. Trustee Johnson seconded the motion
All were in favor.
Motion carried.
President Pro Tem O’Connell adjourned the meeting at 7:10 p.m.
JoEllen Ridder
Village Clerk
PASSED AND APPROVED by the President and Board of Trustees of the Village of Bensenville this
day, January 2011
Board Room
12 South Center Street
Bensenville, Illinois 60106
Counties of DuPage and Cook
MINUTES OF THE VILLAGE BOARD OF TRUSTEES MEETING
December 14, 2010
CALL TO ORDER:
1. President Soto called the meeting to order at 6:35 p.m.
ROLL CALL:
2. Upon roll call by Village Clerk, JoEllen Ridder, the following Board
Members were present:
Adamowski, Johnson, O’Connell, Peconio, Wesseler
Absent: Bartlett
A quorum was present.
PUBLIC
COMMENT:
Casey Hunt
Mr. Hunt was present as council for I.S. Discount Liquors and
addressed the Village Board regarding his concerns with reference to
the proposed ordinance increasing the amount of liquor licenses in
town.
ESDA Coordinator, Don Schultz, presented certificates to Linda
Bratland, Oscar Chavz, Haydee Miller, Florentino Munoz, Linda
Schloderback, and James Schloderback.for the completion of the
Community Emergency Response Team training course.
APPROVAL OF
MINUTES:
Motion:
3. The November 23, 2010 Village Board Minutes were presented.
Trustee Johnson made a motion to approve the minutes as
presented. Trustee Peconio seconded the motion.
All were in favor.
Motion carried.
WARRANT NO.
10/41:
4. President Soto presented Warrant No. 10/41 in the amount of
$2,746,768.96.
Motion:
Trustee Wesseler made a motion to approve the warrant as
ROLL CALL:
AYES: Adamowski, Johnson, O’Connell, Peconio, Wesseler
NAYS: None
Motion carried.
Motion:
5. Trustee Peconio made a motion to set the Consent Agenda as
All were in favor.
Motion carried.
Resolution No.
R-100-2010:
Ordinance No.
92-2010:
A Resolution Approving Modifications to the Village of
Bensenville Personnel Policy Manual Providing for Christmas
Eve and part of New Year’s Eve Days as paid Holidays and
Clarifying the Use of the Paid “Floating” Holidays. (Consent
Agenda)
An Ordinance Amending Village Code Title 5, Traffic and Motor
Vehicles Chapter 2, Stopping, Standing or Parking Section 5-213, No Parking Zones Subsection G, School Days. (Consent
Agenda)
Motion:
A Motion to Approve Fraud Risk Assessment Program Final
Findings. (Consent Agenda)
Motion:
Trustee Wesseler made a motion to approve the Consent Agenda as
presented. Trustee O’Connell seconded the motion.
ROLL CALL:
NAYS: None
Motion carried.
Ordinance No.
93-2010:
6. President Soto gave the summarization of the action contemplated in
Ordinance No. 93-2010 entitled An Ordinance Establishing
Village of Bensenville Special Service Area Number 3
Motion:
Trustee Wesseler made a motion to adopt the ordinance as
ROLL CALL:
NAYS: None
Motion carried.
Ordinance No.
94-2010:
Motion:
ROLL CALL:
NAYS: None
Motion carried.
Ordinance No.
95-2010:
Motion:
Trustee Peconio made a motion to adopt the ordinance as
presented. Trustee Wesseler seconded the motion.
ROLL CALL:
NAYS: None
Motion carried.
Ordinance No.
96-2010:
Motion:
ROLL CALL:
NAYS: None
Motion carried.
Ordinance No.
97-2010:
Motion:
Trustee Johnson made a motion to adopt the ordinance as
ROLL CALL:
NAYS: None
Motion carried.
Ordinance No.
98-2010:
Motion:
ROLL CALL:
NAYS: None
Motion carried.
Ordinance No.
:
Ordinance No.
entitled An Ordinance Establishing
Motion:
Motion:
Trustee Peconio made a motion to table this ordinance to the
February 22, 2011 Village Board Meeting. Trustee Johnson
seconded the motion.
ROLL CALL:
NAYS: None
Motion carried.
Ordinance No.
99-2010:
Ordinance No. 99-2010 entitled An Approving the Grant of a
Conditional Use Permit and Related Variances to Allow
Construction and Operation of a Bank and Drive Through
Facility at 1151 S. York Road, Bensenville, Illinois
Motion:
Trustee Peconio made a motion to adopt the ordinance as
ROLL CALL:
NAYS: None
Motion carried.
Resolution No.
:
Motion:
Resolution No.
entitled A Resolution Authorizing the
Execution of a Contract for Building Plan Review and
Inspectional Service with TPI Building Code Consultants, Inc.
Trustee Peconio made a motion to table this resolution and refer it
back to Committee. Trustee Wesseler seconded the motion.
ROLL CALL:
NAYS: None
Motion carried.
Resolution No.
:
Resolution No.
entitled A Resolution Authorizing the
President to Execute the Contract for sale of Municipally Owned
Real Estate at 540 Countyline Road, Bensenville, Illinois.
Motion:
Trustee Peconio made a motion to table this resolution until January
11, 2011. Trustee Wesseler seconded the motion.
ROLL CALL:
NAYS: None
Motion carried.
Ordinance No.
100-2010:
Ordinance No. 100-2010 entitled An Ordinance Adopting the
Annual Budget for the Village of Bensenville for the Fiscal Year
Commencing January 1, 2011 and Ending December 31, 2011
Motion:
ROLL CALL:
NAYS: None
Motion carried.
Resolution No.
R-101-2010:
Motion:
Resolution No. R-101-2010 entitled A Resolution Approving
Budget and Financial Policies in Conjunction with the Calendar
Year 2011 Budget Process.
Trustee Peconio made a motion to approve the resolution as
presented. Trustee Wesseler seconded the motion.
ROLL CALL:
NAYS: None
Motion carried.
Resolution No.
R-102-2010:
Resolution No. R-102-2010 entitled A Resolution Authorizing the
2011 Paratransit Service Provider Agreement with PACE
Suburban Bus Division
Motion:
Trustee Johnson made a motion to approve the resolution as
ROLL CALL:
NAYS: None
Motion carried.
Ordinance No.
:
19. President Soto, gave the summarization of the action contemplated
in Ordinance No.
entitled An Ordinance Amending
the Bensenville Village Code, Title 3 – Chapter 3 – Section 5 –
Class F – Liquor Regulations.
No action was taken on this ordinance. The Ordinance remains
tabled for action at a future Village Board Meeting.
PRESIDENTS
REMARKS:
President Soto thanked staff for their hard work all year long.
President Soto wished all Residents Happy Holidays.
President Soto spoke about a recent trip he made to Springfield
where he participated on a panel in regards to prevention of
corruption in Government.
MANAGERS
REPORT:
Village Manager, Michael Cassady, reported that the sales tax for the
month of August had a 21% increase. The highest since 2008.
NEW
BUSINESS:
EXECUTIVE
SESSION:
ADJOURNMENT:
Trustee Wesseler wished all Residents Happy Holidays.
Village Attorney, Mary Dickson, called for an Executive Session for
the purpose of discussing pending, probable, or imminent litigation,
acquisition of real estate property, personnel, and collective
negotiating matters. No actions will take place as a result of the
discussions.
Trustee Johnson made a motion to adjourn the meeting and go into
Executive Session. Trustee O’Connell seconded the motion
All were in favor.
Motion carried.
President Soto adjourned the meeting at 7:20 p.m.
JoEllen Ridder
Village Clerk
PASSED AND APPROVED by the President and Board of Trustees of the Village of Bensenville this
day, January 2011
TYPE: Ordinance
SUBMITTED BY:
_Village Clerk’s Office____ DATE: 1/11/11
DESCRIPTION: Ordinance Amending The Bensenville Village Code Title 3 – Chapter 3 –
Liquor Regulations
SUPPORTS THE FOLLOWING APPLICABLE VILLAGE GOALS:
Financially Stable Government
X Safe Place to Live
Cost Effective Services Responsive to Citizens
Downtown as a Community Focal Point
Open Government w/ Involved Citizens
Regional Partnerships
COMMITEE ACTION: Appeared at the Public Safety
Committee Meeting this evening on January 11, 2011
DATE: January 11, 2011
BACKGROUND
La Casa De Campo located at 1208 W. Irving Park Road informed the Village Clerk’s office via phone
on December 28, 2010 that they will not renew their class A liquor license in 2011. Country Inn &
Suites located at 777 E. Grand Avenue informed the Village Clerk’s Office via phone on December 28,
2010 they will not renew their class A liquor license in 2011.
KEY ISSUES:
The current Village Code allows twelve (12) class A licenses to be issued and outstanding at one time.
Currently only ten (10) class A are in use.
RECOMMENDATION:
Staff recommends the approval of an ordinance amending the Bensenville Village Code Title 3 –
Chapter 3 –Liquor Regulations. This will decrease the number of class A licenses to allow ten (10)
licenses to be issued and outstanding at one time.
BUDGET IMPACT:
N/A
ACTION REQUIRED:
Motion to approve the adoption of an ordinance amending the Bensenville Village Code Title 3 –
Chapter 3 – Liquor Regulations.
Ordinance
AN ORDINANCE AMENDING THE BENSENVILLE VILLAGE CODE
TITLE 3 – CHAPTER 3 – LIQUOR REGULATIONS
BE IT AND IT IS HEREBY ORDAINED by the President and Board of Trustees
of the Village of Bensenville, Counties of DuPage and Cook, Illinois, as follows:
SECTION ONE: That Section 3-3-5 of the Bensenville Village Code, entitled “License
classifications; fee; number” is hereby amended by the deletion of two (2) class A licenses and
the following language shall be inserted in lieu thereof:
“A. Class A:
3. There shall be no more than ten (10) class A licenses issued and outstanding at any
one time.”
SECTION TWO: All Resolutions and Ordinances in conflict herewith are replaced
to the extent of said conflict.
SECTION THREE: This Ordinance shall be in full force and effect from and after its
passage, approval and publication in pamphlet form as provided by law.
PASSED AND APPROVED by the President and Board of Trustees at the Village of
Bensenville, this 11th day January, 2011.
Frank Soto, Village President
ATTEST:
JoEllen Ridder, Village Clerk
AYES:
NAYS:
ABSENT:
TYPE: Resolution
SUBMITTED BY:
K. Rubach_____
DATE: _1/6/11__
DESCRIPTION: Resolution to approve a contract with Baxter and Woodman to perform
engineering design services for water main and lighting improvements at the intersection of
Irving & York______________________________________________________________
________________________________________________________________________
X Financially Stable Government
Safe Place to Live
X Cost Effective Services Responsive to Citizens
COMMITTEE ACTION:
DATE:
BACKGROUND
Baxter & Woodman had been previously tasked with plan review and comment of the proposed grade
separation at the intersection of Irving Park Rd and York Rd. As part of the grade separation project
underground utilities will need to be relocated and lighting standards must be brought into compliance
with IDOT specifications. As this project is scheduled to be bid by IDOT in June 2011 all design work
must be presented to IDOT within the next six weeks for inclusion in their project. Baxter & Woodman
has presented a design proposal that will satisfy the IDOT requirements and mitigate any conflicts that
may exist with underground utilities.
KEY ISSUES:
Baxter & Woodman proposes to perform lighting and water main design for $98,000.00
RECOMMENDATION:
Staff recommends approval of the contract proposed by Baxter & Woodman of Crystal Lake, IL to
perform water main and lighting design services for the Irving and York grade separation project.
BUDGET IMPACT:
This is a budgeted item for FY 11.
ACTION REQUIRED:
A motion to approve a Resolution authorizing the Village Manager to execute a purchase order and
other associated documents to Baxter & Woodman of Crystal Lake, IL for water main and lighting
design services for the Irving and York grade separation project.
VILLAGE OF BENSENVILLE, ILLINOIS
IL ROUTE 19 (IRVING PARK ROAD) AND YORK ROAD
WATER MAIN REPLACEMENT AND LIGHTING IMPROVEMENTS
ENGINEERING SERVICES AGREEMENT
THIS AGREEMENT is made this
day of
2011, by and
between the Village of Bensenville, Illinois, hereinafter referred to as the VILLAGE, and
Baxter & Woodman, Inc., Consulting Engineers, hereinafter referred to as the
ENGINEERS, for engineering services required by the VILLAGE for the design of water
main and lighting improvements on Irving Park Road and York Road, hereinafter
referred to as the PROJECT.
WITNESSETH that in consideration of the covenants herein, these parties agree
as follows:
SECTION 1. The PROJECT consists of water main replacement and lighting
improvements, as more completely described in Exhibit A, attached hereto. After written
authorization by the VILLAGE, the ENGINEERS shall provide professional services for
the PROJECT. These services will include serving as the VILLAGE’s representative in
all phases of the PROJECT, providing consultation and advice, and furnishing customary
engineering services, as enumerated in Exhibit B, attached hereto.
SECTION 2. The VILLAGE shall compensate the ENGINEERS for the
professional services enumerated in Exhibit B hereof as follows:
2.1 The ENGINEERS’ fee for the final design services for the water main on
Irving Park Road and York Road to be included with the improvements described in
Exhibit B Sections 1 through 15 and for the lighting improvements on Irving Park Road
and York Road, as described in Exhibit B Sections 16 through 17 shall be a lump sum
amount of $98,000, ENGINEERS’ Project No. 100943.40.
SECTION 3. The parties hereto further mutually agree:
3.1 The ENGINEERS may submit requests for periodic progress payments for
services rendered. Payments shall be due and owing by the VILLAGE in accordance
with the terms and provisions of the Local Government Prompt Payment Act, Illinois
Compiled Statutes, Ch. 50, Sec. 505, et. seq.; and the ENGINEERS may, after giving
seven (7) days written notice to the VILLAGE, suspend services under this Agreement
until the ENGINEERS have been paid in full all amounts due for services, expenses, and
-1-
late payment charges as provided in such Act.
3.2 This Agreement may be terminated, in whole or in part, by either party if the
other party substantially fails to fulfill its obligations under this Agreement through no
fault of the terminating party; or the VILLAGE may terminate this Agreement, in whole
or in part, for its convenience. However, no such termination may be effected unless the
terminating party gives the other party (1) not less than ten (10) calendar days written
notice by certified mail of intent to terminate, and (2) an opportunity for a meeting with
the terminating party before termination. If this Agreement is terminated by either party,
the ENGINEERS shall be paid for services performed to the effective date of termination,
including reimbursable expenses. In the event of contract termination, the VILLAGE
shall receive reproducible copies of Drawings, Specifications and other documents
completed by the ENGINEERS.
3.3 The ENGINEERS agree to hold harmless and indemnify the VILLAGE and
each of its officers, agents and employees from any and all liability claims, losses, or
damages including reasonable attorney’s fees to the extent that such claims, losses,
damages or expenses are caused by the ENGINEERS’ negligent errors, acts or omissions,
but not including liability, claims, losses or damages due to the negligence of the
VILLAGE or other consultants, contractors or subcontractors working for the VILLAGE,
or their officers, agents and employees.
In the event claims, losses, damages or expenses are caused by the joint or
concurrent negligence of the ENGINEERS and the VILLAGE they shall be borne by
each party in proportion to its negligence.
The VILLAGE acknowledges that the ENGINEERS is a Business Corporation
and not a Professional Service Corporation, and further acknowledges that the corporate
entity, as the party to this contract, expressly avoids contracting for individual
responsibility of its officers, directors, or employees.
The VILLAGE and ENGINEERS agree that any claim made by either party
arising out of any act of the other party, or any officer, director, or employee of the other
party in the execution or performance of the Agreement, shall be made solely against the
other party and not individually or jointly against such officer, director, or employees.
3.4 For the duration of the PROJECT, the ENGINEERS shall procure and
maintain insurance for protection from claims under worker’s compensation acts, claims
for damages because of bodily injury including personal injury, sickness or disease or
death of any and all employees or of any person other than such employees, and from
claims or damages because of injury to or destruction of property including loss of use
resulting therefrom, alleged to arise from the ENGINEERS’ negligence in the
performance of services under this Agreement. The VILLAGE shall be named as an
additional insured on the ENGINEERS’ general liability insurance policy. The limits of
liability for the insurance required by this Subsection are as follows:
(1)
Worker’s Compensation:
-2-
Statutory Limits
(2)
(3)
(4)
(5)
General Liability
Per Claim:
Aggregate:
$1,000,000
$2,000,000
Automobile Liability
Combined Single Limit:
$1,000,000
Excess Umbrella Liability
Per Claim and Aggregate:
$5,000,000
Professional Liability
Per Claim and Aggregate:
$5,000,000/$5,000,000
3.5 Notwithstanding any other provision of this Agreement, and to the fullest
extent permitted by law, the total liability, in the aggregate, of the ENGINEERS and their
officers, directors, employees, agents, and any of them, to the VILLAGE and anyone
claiming by, through or under the VILLAGE, for any and all claims, losses, costs or
damages whatsoever arising out of, resulting from or in any way related to the PROJECT
or the Agreement from any cause or causes, including but not limited to the negligence,
professional errors or omissions, strict liability or breach of contract or warranty express
or implied of ENGINEERS or their officers, directors, employees, agents or any of them,
hereafter referred to as the “VILLAGE’s Claims”, shall not exceed the total insurance
proceeds available to pay on behalf of or to the ENGINEERS by their insurers in
settlement or satisfaction of VILLAGE’s Claims under the terms and conditions of
ENGINEERS’ insurance policies applicable thereto, including all covered payments
made by those insurers for fees, costs and expenses of investigation, claims adjustment,
defense and appeal.
The VILLAGE and ENGINEERS agree to waive against each other all claims for
special, incidental, indirect, or consequential damages arising out of, resulting from, or in
any way related to the PROJECT.
3.6 The compensation for engineering services set forth in Section 2 hereof does
not include the costs of railroad insurance or railroad flaggers that may be required by the
ENGINEERS for the PROJECT.
The ENGINEERS shall make all necessary
arrangements, subject to the prior approval by the VILLAGE, and purchase railroad
insurance and employ railroad flaggers meeting the requirements of the railroad. The
costs of such railroad insurance and railroad flaggers is a separate expense to the
VILLAGE and the VILLAGE shall reimburse the ENGINEERS for the actual costs of
the insurance and flaggers.
3.7 The ENGINEERS are responsible for the quality, technical accuracy, timely
completion, and coordination of all Designs, Drawings, Specifications, Reports, and other
professional services furnished or required under this Agreement, and shall endeavor to
-3-
perform such services with the same skill and judgment which can be reasonably
expected from similarly situated professionals.
3.8 The VILLAGE may, at any time, by written order, make changes within the
general scope of this Agreement in the services to be performed by the ENGINEERS. If
such changes cause an increase or decrease in the ENGINEERS’ fee or time required for
performance of any services under this Agreement, whether or not changed by any order,
an equitable adjustment shall be made and this Agreement shall be modified in writing
accordingly. No service for which an additional compensation will be charged by the
ENGINEERS shall be furnished without the written authorization of the VILLAGE.
3.9 All Reports, Drawings, Specifications, other documents, and electronic
media prepared or furnished by the ENGINEERS pursuant to this Agreement are
instruments of service in respect to the PROJECT, and the ENGINEERS shall retain the
right of reuse of said documents and electronic media by and at the discretion of the
ENGINEERS whether or not the PROJECT is completed. Reproducible copies of the
ENGINEERS’ documents and electronic media for information and reference in
connection with the use and occupancy of the PROJECT by the VILLAGE and others
shall be delivered to and become the property of the VILLAGE upon request; however,
the ENGINEERS’ documents and electronic media are not intended or represented to be
suitable for reuse by the VILLAGE or others on additions or extensions of the PROJECT,
or on any other project. Any such reuse without verification or adaptation by the
ENGINEERS for the specific purpose intended will be at the VILLAGE’s sole risk and
without liability or legal exposure to the ENGINEERS, and the VILLAGE shall
indemnify and hold harmless the ENGINEERS from all claims, damages, losses and
expenses including attorneys’ fees arising out of or resulting therefrom. Any furnishing
of additional copies and verification or adaptation of the ENGINEERS’ documents and
electronic media will entitle the ENGINEERS to claim and receive additional
compensation from the VILLAGE. Electronic media are furnished without guarantee of
compatibility with the VILLAGE’s software or hardware, and the ENGINEERS’ sole
responsibility for such media is to furnish replacements of defective disks within 30 days
after initial delivery.
3.10 The VILLAGE shall obtain from others and furnish to the ENGINEERS
complete legal descriptions and plats of property surveys for the PROJECT which shall
include, but not be limited to, location and staking of all necessary property lines and
corners, public rights-of-way and secured easements, and zoning and deed restrictions.
3.11 The ENGINEERS are an equal opportunity employer and hereby
incorporate the requirements of 44 Ill. Adm. Code 750 APPENDIX A if applicable.
3.12 Any provision or part thereof of this Agreement held to be void or
unenforceable under any law shall be deemed stricken and all remaining provisions shall
continue to be valid and binding upon the parties. The parties agree that this Agreement
-4-
shall be reformed to replace such stricken provision or part thereof with a valid and
enforceable provision which comes as close as possible to expressing the intention of the
stricken provision.
3.13 This Agreement contains and embodies the entire and integrated agreement
between parties hereto and supersedes all prior negotiations, representations, or
agreements, either written or oral.
IN WITNESS WHEREOF, the parties hereto have caused the execution of this
Agreement by their duly authorized officers as of the day and year first above written.
BAXTER & WOODMAN, INC.
By
By
Vice President
President
Date of Signature
Date of Signature
(SEAL)
ATTEST:
(SEAL)
ATTEST:
Deputy Secretary
Clerk
Attachment
I:\Mokena\BENVL\100943\10-Proposal\100943.40 ESA.Doc
(Latest update 10-04-10)
-5-
EXHIBIT A
PROJECT DESCRIPTION
The PROJECT includes replacing approximately 2100 lineal feet of existing 8-inch and
10-inch water main with new 12-inch diameter water main on IL Route 19 (Irving Park
Road) and York Road as part of Illinois Department of Transportation (IDOT)’s Irving
Park Road at York Road Grade Separation Project. The proposed route includes
installing the new water main in the north parkway of Irving Park Road and west
parkway of York Road to avoid conflicts with the proposed IDOT improvements. All
fire hydrants and valves will be replaced and new water services will be installed to the
property line. The PROJECT will be constructed as part of the IDOT improvements and
thus, restoration will not be included in the design of the water main work.
Street and pedestrian lighting will be provided on IL Route 19 and York Road for the
length of the proposed pavement improvements (approximately 4800 feet).
IDOT has scheduled the Grade Separation Project for a June, 2011 letting. Final plans
are due to IDOT’s consultant by March 1, 2011.
\\corp.baxwood.com\Projects\Mokena\BENVL\100943\10-proposal\100943.40 Exhibit A.doc
EXHIBIT B
SCOPE OF SERVICES
WATER MAIN REPLACEMENT: IL ROUTE 19 (IRVING PARK ROAD) AND
YORK ROAD – NORTH OF ROOSEVELT AVENUE
PRELIMINARY DESIGN
1.
PROJECT MANAGEMENT – Plan, schedule and control the activities that must
be performed to complete the PROJECT. These activities include, but are not
limited to, budget, schedule, and scope. Submit a regular status report via email
that describes the tasks completed and outlines goals for the following period.
2.
CONDUCT PROJECT KICK-OFF MEETING – A PROJECT kick-off meeting
with VILLAGE staff and the PROJECT team will be held for the PROJECT. The
purposes of the meeting are to establish clear lines of communication, introduce
the VILLAGE staff to the team members, and establish the VILLAGE’s detailed
needs, objectives, and goals for the PROJECT. The meeting will also be utilized
to obtain information, plans, atlases, and other data to be supplied by the
VILLAGE, and set schedules and guidelines for future design meetings.
3.
EXISTING CONDITIONS/IN-HOUSE REVIEW

Review existing plans, atlases, plats, and reports.

Create lists of missing or conflicting data.

Obtain and utilize existing topography from IDOT’s consultant to use as
base sheets for the design of the water main improvements.
4.
SITE VISITS FOR DESIGNERS

Conduct site visits by designer(s) of water main during the design phase to
clarify any discrepancies on the plans, select routes for pipe, and
investigate pipe installation methods.
5.
MEETINGS WITH VILLAGE STAFF AND IDOT

Conduct meetings with staff at times during the design of the PROJECT to
clarify staff wishes, design questions, and/or construction methods.

Design meetings will normally consist of one preliminary “red” line
meeting, where the initial layout of the water main is approved prior to
insertion in to the plans and one final meeting at 95 percent completion
-1-


6.
Meet with IDOT and their consultant as necessary to review the design
and coordinate the improvements with IDOT’s proposed roadway
improvements.
Coordinate with IDOT staff to enable the VILLAGE to receive partial
reimbursement for the water main costs.
UTILITIES – CONTACTS AND COORDINATION

Conduct a Design Locate with JULIE, which consists of obtaining names
and phone numbers of all utilities located within the work area.

Contact utilities, obtain atlases where available, and provide preliminary
plan sheets to utility companies for their markup and return.
DETAILED DESIGN
7.
PROJECT MANAGEMENT - Plan, schedule and control the activities that must
be performed to complete the PROJECT. These activities include, but are not
limited to, budget, schedule, and scope. Submit a regular status report via email
that describes the tasks completed and outlines goals for the following period.
8.
CADD FOR DETAILED DESIGN

Provide detailed computer-aided drafting of water main and appurtenances
locations and construction requirements.

Indicate location of all utilities that can be obtained from utility company
atlases.

Create all legends, general notes, and designer instructions to contractors,
to create a final set of construction drawings.
9.
PLANS

Prepare Design Documents consisting of Drawings showing the general
scope, extent and character of construction work to be furnished and
performed by the Contractor(s) selected by IDOT. The Drawings will be
sent to IDOT for inclusion in the plans for the roadway improvements.
10.
SPECIFICATIONS

Prepare for review and approval by the VILLAGE specifications for
inclusion in IDOT’s bidding documents.
11.
PEER AND CONSTRUCTABILITY REVIEWS

Conduct QA/QC peer reviews of drawings and specifications.

Utilize Construction Department personnel to provide a review of
drawings and specifications.

Make corrections based upon comments from both engineering and
construction department comments.
-2-
12.
ENGINEER’S OPINION OF PROBABLE COST

Prepare a final opinion of the probable total PROJECT cost including
construction cost, construction engineering services, and contingencies.
AGENCY PERMIT SUBMITTALS
13.
IEPA/DPWS

Submit the design documents to the agency for permit to construct, own,
and operate the PROJECT.
14.
IDOT

Contact, and meet with Illinois Department of Transportation to review
proposed work and determine if any IDOT permits are required for the
PROJECT.

Submit for permits if any are required.

Coordinate with the proposed IDOT roadway improvements project.
15.
COUNTY HIGHWAY

Submit drawings and specifications to DuPage County Highway
Department for review and approval, and obtain necessary permit.
STREET LIGHTING IMPROVMENTS
16.
STREETSCAPE/ LANDSCAPE PLANS - Prepare special provisions for
proposed decorative façade on the retaining walls and stamped concrete sidewalk
brick patterns. No details will be prepared.
17.
STREET LIGHTING PLANS – Perform field visit to inspect existing street
lighting system and controllers. Prepare photometric calculations, general
lighting layout, lighting plans, cost estimates, special provisions, and electrical
details for proposed pedestrian and street lighting systems. Proposed drawings
will be overlaid on Illinois Department of Transportation (IDOT) base
Microstation files. Obtain IDOT approval for proposed lighting on IL Route 19.
Obtain DuPage County approval for the proposed lighting on the north leg of
York Road. Street light pole and fixture to be selected by the VILLAGE.
\\corp.baxwood.com\Projects\Mokena\BENVL\100943\10-proposal\100943.40 Exhibit B.doc
-3-
Resolution No.
Authorizing the Execution of a Purchase Order and Contract for engineering design
services for water main & lighting improvements at Irving & York to
Baxter & Woodman
BE IT RESOLVED by the President and Board of Trustees of the Village of
Bensenville, Counties of DuPage and Cook, Illinois as follows:
THAT the Village Board authorizes the Village Manager to execute a purchase
order and other associated documents to Baxter & Woodman of Crystal Lake, IL for
engineering designs services for improvements at Irving & York for an amount of
$98,000.00.
PASSED AND APPROVED by the President and Board of Trustees of the
Village of Bensenville, Illinois, _________________________, 2011.
APPROVED:
____________________________
Frank Soto
Village President
ATTEST:
____________________________
JoEllen Ridder
Village Clerk
AYES: ________________________________________________________________
NAYS: ________________________________________________________________
ABSENT: _______________________________________________________________
TYPE: Resolution
SUBMITTED BY:
J. Anderson_____
DATE: _1/5/11__
DESCRIPTION:
Resolution to approve a 12-month contract extension for Dial-A-Bus
transportation services.______________________________________________________
_________________________________________________________________________
X Financially Stable Government
Safe Place to Live
X Cost Effective Services Responsive to Citizens
COMMITTEE ACTION:
DATE: January 11, 2011
BACKGROUND
First Transit has provided Dial-A-Bus transportation services to the Village since 2005. Their office is
out of Schaumburg, Illinois where they operate transit services for both Schaumburg and Bensenville.
The shared service location is beneficial in that it reduces the overhead attributed to the Bensenville
program.
KEY ISSUES:
The current Dial-A-Bus program is based on 402 service hours per month. The current hourly rate for
the service is $53.81 per hour. The new service rate for 2011 is $55.16, represents an increase of 2.5%,
and continues Saturday service hours. The Saturday service includes 6 hours gate to gate on the first and
third Saturdays of each month from 10:00AM to 3:00PM. The total service hours per month will be 402.
The 12-month contract extension is for the period of January 1, 2011 through December 31, 2011 and
represents a value of $266,091.84. Additionally, a fuel surcharge exists for fuel costs above $2.42 per
gallon. The contract includes a 60-day cancellation clause engaged upon the written notice by First
Transit or the Village. Furthermore, the hours of service can be modified with First Transit by issuing
30 days written notice.
RECOMMENDATION:
Staff recommends the approval of a 12-month contract extension with First Transit, Inc. of Cincinnati,
Ohio to provide Dial-A-Bus transportation services.
BUDGET IMPACT:
The purchase of transportation services is accounted for in the fiscal year 2011 budget.
ACTION REQUIRED:
Motion to approve a Resolution authorizing the Village Manager to execute a purchase order and other
associated documents to First Transit, Inc. of Cincinnati, Ohio
Resolution No.
Authorizing the Execution of a Purchase Order and a 12-Month Contract Extension
for Dial-A-Bus Transportation Services from First Transit, Inc.
BE IT RESOLVED by the President and Board of Trustees of the Village of
Bensenville, Counties of DuPage and Cook, Illinois as follows:
THAT the Village Board authorizes the Village Manager to execute a purchase
order and other associated documents to First Transit Inc. of Cincinnati, Ohio for Dial-ABus transportation services for $266,091.84.
PASSED AND APPROVED by the President and Board of Trustees of the
Village of Bensenville, Illinois, _________________________, 2011.
APPROVED:
____________________________
Frank Soto
Village President
ATTEST:
____________________________
JoEllen Ridder
Village Clerk
AYES: ________________________________________________________________
NAYS: ________________________________________________________________
ABSENT: _______________________________________________________________
TYPE:
Motion
SUBMITTED BY:
M. Cassady
DATE: _01.11.11
DESCRIPTION:
Selection of a consultant to perform a Village-wide Airport Compatibility Study.
X Financially Sound Village
X Enrich the lives of Residents
X Quality Customer Oriented Services
X Major Business/Corporate Center
X Safe and Beautiful Village
X Vibrant Major Corridors
COMMITTEE ACTION: New
DATE: 01.11.11
BACKGROUND: The Village was awarded a grant from the Federal Aviation Administration to
prepare an Airport Compatibility Study. The $800,000 grant with a $200,000 Village match will
position the Village to best capture the future benefits of our location adjacent to O’Hare Airport
while preserving our quality of life. A Request For Proposals was distributed and six teams
submitted proposals. The proposals for the study ranged in cost from a low of $780,000 to a
high of $935,000. Four firms were “short-listed” and made public presentations on November
22, 2010.
KEY ISSUES: Identifying a consultant to complete the various tasks of the Airport
Compatibility Study including Land Use planning, Code Revisions, Infrastructure evaluation
and planning, multi-modal transportation mapping and analysis and a comprehensive
Economic Development Strategy.
ALTERNATIVES:
1. Select one of the four “short-listed” consultant teams.
2. Schedule additional presentations by some or all of the “short-listed” teams.
RECOMMENDATION: The staff recommends awarding the contract to AECOM at a cost of
$800,000 (a copy of their proposal along with a copy of their November 22, 2010 presentation
is attached). AECOM has the in–house technical expertise in all disciplines, facilitating
coordination between team members and resulting in increased efficiencies. Additionally
AECOM has experience with similar projects and the specific the tasks associated with the
study and will position the Village of Bensenville for continued positive growth. Their up-front
work exhibited at the November 22 presentation as well as the initial proposal exhibited an
exceptional understanding of our situation and a strategy to accomplish our vision.
BUDGET IMPACT: The Village will be reimbursed for the direct cost of the study through the
grant provided by the FAA. The $200,000 match requirement is being met through in–kind
services by staff and through existing professional service contracts.
ACTION REQUIRED: Board action authorizing the Village Manager to negotiate a contract
with AECOM consistent with the terms and direction outlined in the request for proposals.
Airport Compatibility Study
September 30, 2010
AECOM
303 East Wacker Drive
Suite 600
Chicago, IL 60601
www.aecom.com
312.373.7558 tel
312.373.6800 fax
September 30, 2010
Mr. Scott R. Viger
12 S. Center Street
Bensenville, IL 60106-2130
Dear Mr. Viger:
AECOM sincerely appreciates the opportunity to present the following proposal to deliver a comprehensive,
reality-based land use and economic development strategy and an airport compatibility plan to the Village of
Bensenville. Over the past several months, professionals from AECOM and other consulting firms have been
engaged in an informal dialogue with Village leaders, businesses and citizens about the future of the community
in light of its changing context. Throughout this process, we have recognized and respected the fact that the
ultimate goal of these discussions and the work that will follow is a desire to improve the quality of life of those
who call your community home, whether as businesses or residents. We believe that this project comes at an
opportune time for the Village and its stakeholders, a critical moment when careful analysis and sound decisionmaking can position the Village for economic growth and improvements to your quality of life.
We also believe that a partnership between the Village of Bensenville and the AECOM team assembled specifically
for this project will be a key element in achieving these positive outcomes. We have assembled a team that
responds directly to our understanding of Bensenville, your unique character and aspirations, your natural
strengths and your competitive challenges, as well as your unique position in the geography and economy of the
Chicago metropolitan area. As we assembled this team, we considered the following critical qualifications for
any team seeking to be your partner:
• An understanding of the unique challenges and opportunities of planning in a multi-modal environment. With
the influence of the O’Hare Modernization Program, continued evolution of freight rail facilities and the ongoing
development of surface transportation infrastructure in and around Bensenville, your partner must know how
these systems work and how they can contribute to or detract from your economic vibrancy. As the following
pages illustrate, few firms can claim the depth of multi- and inter-modal planning, design and development
experience. We have participated in highly integrated projects in municipalities such as Bensenville’s across
the country and around the world. With in-depth and long-standing relationships in the freight industry
including Canadian Pacific, as well as global experience driving economic growth in urban and aviationinfluenced environments, AECOM is uniquely qualified to partner with Bensenville on this project.
• Integration of multiple disciplines and perspectives to provide a dynamic and comprehensive approach. It
is too easy to view a project such as this as strictly an economic development strategy, a land use plan or a
compatibility study. In reality, this project is as complex and multi-dimensional as the Village of Bensenville
itself. You require a partner that brings the varied perspectives and industry connections of economists and
marketing professionals, urban designers, regional planners, freight experts, transportation and water
engineers and aviation planners to the table in a collaborative environment. At the core of AECOM is the belief
that bringing these varied areas of expertise to the table at the outset of a project will yield a more efficient
and effective program. Because we work together, collaborating on a daily basis, we have developed a unique
and highly integrated approach to our work – an approach that will yield a sound, comprehensive and realitybased outcome for the Village of Bensenville. With us, you have one company…one AECOM, not a variety of
companies representing pieces of the puzzle and trying to figure out how to fit together.
• An ability to recognize, adapt and respond to rapidly changing trends and conditions. If the past few years have
taught us anything, it is that insight and adaptability are critical factors in success. While we can predict future
plans and patterns, we must also be highly adept at recognizing when new trends are surfacing, new
circumstances unfolding and new opportunities developing. With more than 600 employees in Northern Illinois and
55,000 around the world, we have the local presence and the global reach to identify early and respond quickly to
changing circumstances. Whether the change originates in O’Hare’s Modernization Program, at the Tollway, local
freight railroads, IEPA, METRA, IDOT or in global freight or financing markets, we are there and are singularly
positioned to enable Bensenville to respond proactively.
The following pages describe our approach and understanding of your project and present the qualifications of this
team as a whole and of the individuals we have assembled for this project, including Chris Brewer, our project leader.
Chris brings decades of leadership and expertise in economic development and strategic planning for communities in
the region and across the country. He will be supported by Meghan Harte, Lee Hutchins and Andre Brumfield, each of
whom bring critical expertise to this project, including capital program planning and management, freight analysis
and systems planning and urban design and planning. Each of these senior leaders is based in AECOM’s Chicago
office, supported by a highly qualified team of specialists and is prepared to focus their expertise on you and your
unique needs and expectations. In addition we have included Carolyn Grisko & Associates Inc. to round out our
capabilities in public involvement and meeting facilitation.
It is clear from your RFP that you understand the importance and potential benefits of this project. It is also clear that
you understand the value the right partner can bring to this effort. We also hope that, after reviewing the following
proposal, you will agree that AECOM is the right partner for the Village of Bensenville at this critical moment in its
history.
Thank you again for the opportunity to work with the Village of Bensenville on this important project. We look forward
to the opportunity to discuss this project further and continue our collaboration.
Sincerely,
Christopher Brewer
Principal-in-Charge / Project Director
All copies of this submission are printed on 100%, FSC, recycled content paper
TABLE OF CONTENTS
SECTION 1: AECOM Team
SECTION 2: AECOM Experience
SECTION 3: Project Understanding + Approach
SECTION 4: Fee
SECTION 5: Certificates of Insurance
12
3
4
5
4
AECOM
1
AECOM Team
1
AIRPORT COMPATIBILITY STUDY
September, 2010
7
PROJECT DIRECTOR
CLIENT LIASON
Chris Brewer
Meghan Harte
PLANNING + COMMUNITY INVOLVEMENT
INFRASTRUCTURE + GIS
TASK LEADER
TASK LEADER
Lee Hutchins
Andre Brumfield
TRANSPORTATION
INFRASTRUCTURE
TASK LEADER
Chris Brewer
COMPREHENSIVE
PLANNING
AIRPORT LOGISTICS +
PLANNING
Lee Hutchins
James R. Joehnk
Craig W. Riley
Bruce Meighen
Paul Krieger
Chris Stark
FREIGHT RAIL
GIS
URBAN DESIGN
ECONOMIC ANALYSIS
John Falcetta
Emily Champagne
Andre Brumfield
MULTI-MODAL TRANS.
PLANNING
WATER
Mike Winegard
Lee Derek von
Gynz-Guethle
MARKET ECONOMICS DEVELOPMENT
+ FISCAL IMPACT
SURVEY
ORDINANCE REVIEW
Carolee Kokola
COMMUNITY
INVOLVEMENT
Carolyn Grisko
Carolyn Grisko &
Associates Inc.
Staffing Introduction
The AECOM team developed for this effort is one that you
will be familiar with from the start. Key leadership positions
have been assigned to people who participated in the
planning charrette back in June of 2010, including Chris
Brewer in economic development, Lee Hutchins and John
Falcetta in transportation and freight movement, and Andre
Brumfield and Meghan Harte in planning and urban design.
In addition, we have added core skills in response to your
RFP, including:
• Sanitary and storm sewer evaluation
• Infrastructure rate study experience
• GIS and field survey capacity
• Airport logistics + planning
• Public involvement
Gary Foyle
GIS
Jacob Dye
Steve Ensley
MARKET ANALYSIS/GIS
Sarah Robinson
8
AECOM
Chris Brewer
Principal in Charge/ Project Director
MS, Resource Economics, University of New Hampshire, 1993
BS International Relations and Economic Development, Drake
University, 2001
Affiliations
Urban Land Institute
Awards
APA Iowa – Millworking District Master Plan Market and
Financial Analysis
Professional History
1994 – 1995 – Thorne Consultants, Washington DC
1995 – 1999 – Associate, Economics Research Associates
1999-2007 – Senior Associate – Economics Research Associates
2008 – Promoted to Principal
2008 – ERA acquired by AECOM / ERA Becomes
AECOM Economics
2009 – Promoted to Managing principal of the Chicago office
of AECOM Economics
Mr. Brewer has 15 years of experience in the economic
analysis of real estate and land use issues, along with
project and office management responsibilities. Recent
project experience has focused on:
• Analysis of demographic trends, economic indicators,
and real estate market data for transportation, industrial,
retail, office, mixed use, and transit-oriented projects,
many with downtown/corridor redevelopment implications.
• Financial analysis of real estate development projects,
covering revenues, expenses, development costs, and
return on investment calculations on public and private
investment. The impact of tax credits on projects has
also been considered.
• Completion of economic development strategies for
communities and regions that have been impacted by
closing military installations, or the loss of key employers.
• Evaluation of economic and fiscal impacts of major
capital projects, expanding industries, and destination
recreational amenities, including trail systems and
tourist attractions.
• Analysis of recreational programs and facilities, such as
golf, from an operational perspective, covering revenues,
expense, and visitation.
Experience
Genesee County Economic Strategy
Flint, Michigan
For Genesee County, development of an economic strategy
to help the area revitalize and diversify beyond historic
dependence on General Motors. The effort included
intensive stakeholder meetings, significant analysis of
existing conditions, strengths, and weaknesses of the local
economy, and identification of strategies for moving
forward, including a focus on transportation and intermodal.
September, 2010
Will County Center for Economic Development, Inland Port
Economic Impact Study
Will County, IL
For the Will County Center for Economic Development,
an analysis of the economic development impacts of Will
County’s emergence as a global inland port. The County’s
success in attracting the logistics industry has been an
important driver of recent population and employment
growth, as well as dramatic Industrial space development,
and corresponding increases in freight volumes. When
compared with the nation’s top maritime ports, Will County
would rank in the top 5 in 2008.
County-wide Economic Development Strategy
St. Clair County, IL
As part of a comprehensive plan for St. Clair County, Illinois,
an economic development strategy was completed. The
effort benchmarked industrial development in St. Clair
County compared to other counties in Midwestern markets.
Metrics under study included population, industrial and
distribution space inventory and vacancy, employment and
wages.
Freight System Analysis and Economic Strategy
Rockford, IL
for the Rockford Metropolitan Agency for Planning, an
evaluation of the regional freight transportation system in
Rockford, encompassing the Rockford airport, proposed rail
consolidation to the east of the airport and track systems
within 3 to 5 miles, and highway connections. The entire
logistics network was evaluated to identify strategic
transportation investments and operating practices to
support industrial and economic development in the region.
Existing economic linkages across the northern Illinois
freight transportation network were also studied.
Warehouse District Master Plan
Dubuque, IA
For the City of Dubuque, an analysis of public and private
sector return on investment related to plans to renovate
about 1.6 million square feet of warehouse space in downtown
Dubuque. The plan evaluated used of tax credits to facilitate
building renovations, as well as targeted public investments
for utilities, streets, and parking.
9
Miamisburg Mound Reuse Strategy
Miamisburg, OH
A market and financial analysis for the Miamisburg Mound,
a closing Department of Energy (DoE) facility in Miamisburg,
Ohio, used for testing of nuclear weapons components, as
well as other energy-related programs. The mission was to
determine the financial feasibility of redeveloping the
Mound into a private-sector light industrial/R&D park.
Airport Expansion Impact Analysis
Minneapolis, MN
In 1995, the Metropolitan Airports Commission had
identified three alternatives for expansion of Minneapolis
International Airport (MSP), including expansion, as well as
construction of a new airport in rural Dakota County. Mr.
Brewer evaluated the array of real estate, fiscal, and
economic impacts of each alternative, to aid in the airport
site selection process. The analysis evaluated regional real
estate and socio-economic trends, as well as cargo and
passenger activity trends and forecasts. Case studies of
real estate development surrounding other major airports
were developed, and conclusions were formed regarding the
extent to which new airport construction would influence
regional development patterns. The year-long analysis was
used by the State of Minnesota to choose a $2.5 billion
expansion of the existing airport instead of a $4.5 billion
new airport program in Dakota County.
Brooks AFB Realignment Analysis & Strategy
San Antonio, TX
An evaluation of market opportunities for development of
a high technology park at Brooks Air Force Base in San
Antonio, which has been targeted by the Pentagon for
conversion to city ownership, with Air Force R&D tenants
remaining as tenants. The assessment considered recent
growth in biotechnology firms across San Antonio, as well
as linkages with current Air Force Missions.
Army Ammunition Plant Reuse Strategy
Ankeny, Iowa
For the Town of Ankeny, a market and financial assessment
for the 1,000-acre Prairie Trails Master Plan, noting demand
potentials for a town center, as well as financial performance
of the “new urbanist” project. The approach also considered
timing and costs of public sector roads and sewer systems
in relation to revenue generation.
10
AECOM
Meghan Harte
Client Liaison
JD, Loyola University
BS, Human Resources, Vanderbilt University
Licensed Lawyer, Illinois
Professional History
12/2006 - present, AECOM, Vice President
02/2001 - 12/2006, Chicago Housing Authority, Managing Director
of Resident Services
08/1994 - 02/2001, City of Chicago, Office of the Mayor, Deputy
Chief of Staff and Assistant to the Mayor
10/1992 - 07/1994, Chicago Host Committee, Word Cup USA 1994,
Manager of Operations
07/1991 - 07/1994, Mayor’s Office of Special Events
Ms. Harte has 19 years of experience in managing projects
for municipalities. She specializes in working with
municipalities as her past experience working for the City of
Chicago gives her great insight into issues facing municipal
clients. She is focused on customer interface communications,
satisfaction, and providing resources to serve clients.
Experience
Confidential Client, Lynwood, Illinois
Principal-in-charge for revenue analysis, economic impact
study and conceptual master planning for leisure, entertainment
and retail district.
Illinois Capital Development Board, Truman College Student
Services Center, Chicago, Illinois
Principal-in-charge for project involving implementation of
an environmentally sound and sustainable design for a new
student services center and parking garage for one of the
City Colleges of Chicago. The project involves the owner
agency, user agency, designers and construction manager
all working together to optimize the energy efficiency and
lessen the environmental impact of the building. The project
will be submitted for permit under Chicago’s Green Permit
Program.
Chicago Department of Construction and Permits
Chicago, Illinois
Principal-in-charge for an on-site team responsible for
facilitating permit issuance for new construction and
renovations of small to medium projects; including residential,
commercial, and mixed use buildings. Team managed plan
reviews for architecture, plumbing, electrical and ventilation
of self-certified projects, daily intake review meetings and
issuing permits. The team also supported the Department by
training incoming project managers, assisting in daily customer
service inquires, assisting with the on-line application
process, formulating training materials and generating new
ideas to improve the overall operations within department.
September, 2010
Chicago Board of Education, Capital Program, Program
Manager and Design Manager
Principal-in-charge for an on-site team managing the annual
capital program of $150 million in school renovations for the
Chicago Public Schools. In the role of program and design
manager, the team established the 5-year capital plan,
performed facility assessments, determined priority projects
and managed the design process and construction management
process including an extensive JOC program. The team
determined the schedule for design and construction so that
a large portion of the work could be completed during the
summer break.
Schaumburg Public Works and Fire Station #5
Schaumburg, Illinois
Principal-in-charge for the design of a $15 million expansion
of an existing public works facility and construction of new
fire station for suburban facility. The new facility included
new offices, workshops, locker rooms, exercise room, two
bay fire station, fire station hose tower, vehicle storage area.
Site improvement included a new salt dome, retention pond,
material storage bins, precast concrete screen fencing, and
extensive landscaping improvements.
Chicago Transit Authority, Forest Glen Bus Facility/
Rosemont and Howard Train Car Washers, Chicago, Illinois
Project director for construction management services for
the 59,000-square-foot Forest Glen bus facility and the
Rosemont and Howard maintenance facilities in accordance
with construction management services as set by CTA CM
requirements. The upgrade of the Forest Glen bus facility at
completion will accommodate the daily requirement of
washing and removing garbage from 270 buses daily. The
upgrading the Rosemont and Howard maintenance facilities
will accommodate washing of approximately 300 individual
train cars. Key elements in the construction management
include phased construction so that existing washing
systems are kept in operation, demolition of the existing
system after all washing system components are delivered
to the site, and identification of all mechanical, electrical,
and other apparatuses affected by construction so they are
kept in service even if through temporary connections.
11
Naperville Department of Public Works, Naperville, Illinois
Principal-in-charge for project involving programming,
estimating, schematic design, LEED consultation and
design-build oversight of a major public works facility.
[12/2006 - 2008]
Naperville Park District, South Parks Facility
Naperville, Illinois
Principal-in-charge for a $4.5 million maintenance facility
(Silver LEED certified), including a new 23,000-square-foot
main building (maintenance space, office space, and
community area), 4000-square-foot storage building, 50
vehicle/equipment storage spaces, 8000-square-foot
canopy, material bins and site improvements. The facility
has a central fueling station. [2007]
Chicago Housing Authority, Resident Services
Chicago, Illinois
Responsible for social services and housing related services
to over 50,000 families in public housing and the Housing
Choice Voucher program. Administered and managed the
Housing Choice Voucher program, a rental subsidy program
providing services and homeownership opportunities to
families living in the private market. Developed cooperative,
beneficial relationships with U.S. Department of Housing
and Urban Development, community representatives and
elected officials regarding resident services and Housing
Choice Voucher programs.
Chicago Housing Authority, Public Housing Relocation
Chicago, Illinois
Conceived, designed, and implemented relocation services
for more than 6,000 public housing families as part of the
nation’s largest overhaul of public housing. The relocation
process included families moving out of deteriorated
buildings into temporary locations and then back into
rehabilitated public housing apartments, redeveloped mixed
income communities and private market apartments. All
building were closed and demolished on schedule. Leveraged
over $160 million in social services from public/private
agencies, contracted social service agencies, collaborated
with the human capital departments at the city of Chicago
and developed partnerships with private and not-for-profit
agencies to ensure that families receive access to needed
services during the transformation process.
12
AECOM
Dr. J. Lee Hutchins, Jr.
Task Leader for Infrastructure + GIS
Doctor of Science degree and Master of Science degree in
Transportation and Urban Planning, Bachelor of Science degree
in civil engineering, Civil Engineering Department, Washington
University, St. Louis, 1970-79
Registered Professional Engineer, States of Texas, Illinois; Certified
Planner (1992), American Institute of Certified Planners; Certified
Auditor (1996), Institute of Environmental Assessment &
Management, London
Chairman, Transportation Research Board Committee AR020(1),
Railroad Environmental Issues, 2008
Member, Intermodal Advisory Task Force, Chicago Metropolitan
Agency for Planning, Chicago, IL
Member, Upper Midwest Freight Transportation Advisory
Committee, University of Wisconsin, Madison, WI
Member, International Ship Masters Association, Lodge 3,
Chicago, IL
Senior strategic and transportation executive with an
extensive record of identifying, implementing and leading
company initiatives. Expertise in transportation, urban
systems and environmental management for operating and
investment decisions resulting in an increased asset value
and utilization. Diverse leadership experience with industrial
and professional service firms in domestic and international
transportation industries. Specific expertise includes:
• Port and intermodal development
• Environmental restoration and closure
• Industrial port and terminal operations • Environmental impact statements
• Industrial and commercial Brownfield restoration
• Environmental management systems and asset/liability
valuations
• Site and regional transportation studies, airport and
transit development
• Project team and joint venture development and
operation
• Strategic and operational planning • Joint venture Board memberships
• Industrial facility design and development
• Team building, leadership and mentoring
Lee Hutchins’ career demonstrates a broad and thorough
understanding of the links between transportation operations
and planning, land use, environmental management, municipal
administration and industrial development for the private
and public sector. His experience comes from a history of
working with varied stakeholders in numerous international
settings. The common theme in Lee’s vast career is the
merging of private and public sector objectives seen in core
urban cities to form sustainable, resilient communities.
September, 2010
Experience
• Directed the integration of local, national and
international strategic issues for the planned Intermodal
Terminal on Pelican Island (TX). The $700,000 joint Ports
of Houston / Galveston study carefully examined the
strengths, weaknesses, opportunities and threats for the
estimated $400 million port. Logistics, international
trade and the effectiveness of the greater Houston area
rail and roadway transportation network figured
prominently in the alternative’s evaluation.
• Prepared a port and intermodal development program
integrating industry, freight logistics, and transportation
with employment, environmental and community
development objectives. Developed investment
alternatives and a $100 million statement of port
development needs resulting in a regional economic
value of $800 million and 7,900 jobs.
• Directed a railroad consolidation study for an urbanized
industrial and logistics center served by two Class 1 and
two shortline railroads. The $2.8 million alternative
consolidated railroad operations while maintaining
access to industrial sites. 4.5+ miles of rail line, more
than five grade crossing/separation structures and two
railroad river bridges were made available for alternative
development.
• Jointly negotiated a three party joint venture agreement
for blending and packaging lubricating oils. The initial
capital investment of $20 million had an 18% ROI. Design
improvements included automated plant operating
control and plant piping for process flow control of base
oils.
• Jointly negotiated a two party joint venture agreement
for a public, non-proprietary, petroleum products
distribution terminal. Program innovations included
new applications of flow control and measurement
technologies, facility layout, operating procedures
and information management systems. The $14 million
facility was designed, permitted and constructed in less
than one year, ahead of schedule and under budget.
13
• Performed three facility utilization studies that evaluated
local market conditions for bulk liquid supply and
distribution, asset use and service flexibility, labor and
administrative productivity, as well as estimated market
value and return on invested capital. The studies resulted
in revised $26 million capital investment programs.
Directed the assessment of petroleum fuels market on
the lower Mississippi River to evaluate changing product
origins and economies of scale for the refining industry.
• Managed the development of design and evaluation
services for transportation and industrial clients.
Industrial facility design and construction management
for investment projects exceeding $34 million per year.
One example included the design and construction
supervision for a $14 million petroleum product loading
facility that included software system development,
innovative equipment installation and facility layout.
The 24-7 facility has successfully navigated changes in
technology, operating requirements and market conditions
to reach more than twice the initial operating volume of 1
million barrels per month with the original infrastructure.
Managed the planning and engineering for two pipelines
and terminals in Florida.
• Responsible for the development of the annual strategic
plan for a $180 million annual revenue, bulk liquid storage
company with fourteen (14) domestic and nine (9)
international locations. The plan for the $1.2 billion
company addressed the impact of market conditions
on the company customer base, significant changes in
freight logistics, supply and distribution economics and
the company’s competitive position.
• Completed the transportation and land use portions of
the environmental impact statements for infrastructure
facilities, including the $2 million freeway conversion of
an urban arterial roadway, a 65 mile natural gas pipeline,
a $180 million convention center, a $6 million railroad/
roadway grade separation and a combined cycle power
generation station. Directed the noise impact evaluation
of a state tollway section and an urban area freeway
14
AECOM
Andre Brumfield
Task Leader for Planning + Community Involvement
Master of Urban Planning, University of Washington
Graduate Certificate in Urban Design
Bachelor of Science, University of Wisconsin-Milwaukee,
Architecture Undergraduate Certificate in Urban Planning
American Institute of Architects (AIA), Associate
American Planning Association (APA)
Urban Land Institute, Member, Inner City Council Member
Lambda Alpha International, Ely Chapter
Board Member, Illinois Chamber of Commerce
Board Member, 53rd Street TIF Advisory Council
National Urban League, Chicago Chapter
Congress for New Urbanism Award, Stateway Gardens
Redevelopment Plan, 2002
American Institute of Architects, Chicago Chapter, Sustainable
Design, Special Recognition, Southworks/Lakeside Master
Development Plan, 2007
American Institute of Architects, Honor Award for Regional and
Urban Design Southworks/Lakeside Master Development Plan,
2008
Mr. Brumfield is Principal in Charge of Urban Design and
Planning for AECOM Design + Planning’s Chicago office, and
also leader of the US East Region Masterplanning practice.
He applies his broad experience in the fields of urban design,
planning and architecture to focus on neighborhood
redevelopment and urban revitalization. He has addressed
urban design and transportation issues in a variety of
downtown mixed-use projects, neighborhood and community
development, large-scale, high density urban infill projects,
brownfield redevelopment and regional master planning. Mr.
Brumfield is highly skilled in developing context-sensitive
design solutions to a broad range of projects and consensusbuilding among multiple stakeholders in both the public and
private sector. Realizing the challenges that municipalities
across the nation are facing related to fiscal budgeting,
economic development, sustainable planning and at times
repurposing their economic engine, Mr. Brumfield’s current
practice is dedicated to developing creative planning
solutions to address these issues.
Experience
Detroit Works Project, Detroit, MI
AECOM is part of a four firm design team that has been
hired by the City of Detroit to develop a long-term master
plan for its metropolitan area. AECOM will focus primarily
on developing district level framework plans for various
neighborhoods throughout Detroit and working with the city
and other sub-consultants to develop a long range plan that
will impact the neighborhoods, the city, southeastern Michigan
and the greater Tri-State area. Mr. Brumfield serves as
Principal in Charge and Senior Urban Designer for this effort.
Client: Detroit Economic Growth Corporation.
North End Neighborhood Master Plan, Detroit, MI
Sponsored by the Detroit Local Initiatives Support Council,
this project addressed the urban design, master planning
and urban infill for a distressed residential neighborhood
north of downtown Detroit. The master plan will include a
new transit oriented development on the neighborhood’s
edge and introduces 1,400 residential units and 100,000 sf
of commercial development into the Northend Neighborhood
September, 2010
15
located north of Downtown Detroit. Mr. Brumfield served as
the Principal-In-Charge and Senior Urban Designer for this
effort. Client: Detroit Local Initiative Support Council.
neighborhood. Mr. Brumfield served as the Principal-InCharge and Senior Urban Designer. Client: District of
Columbia Department of Planning.
North Charleston Neighborhood Revitalization Plan
Charleston, SC
The Lowcountry Alliance for Model Communities engaged
AECOM to perform the urban design and master plan for a
seven neighborhood area. The site was negatively impacted
by vacant brownfield sites within and adjacent to the
surrounding community. The master plan will introduce
workforce and affordable housing, streetscape and
infrastructure improvements and retail development to a
distressed community. Client: Lowcountry Alliance for
Model Communities.
North Harbor Neighborhood Master Plan,
East Chicago, IN
Sponsored by the Community Builders/Hispanic Housing
Development Corporation, the project scope included the
urban infill master plan of a working-class neighborhood
located on the border of East Chicago and Gary, IN. The
84-acre master plan will include more than 700 residential
units, 90,000 sf of retail and commercial development, the
renovation of two city parks and a new community center.
This master plan is the first phase of three separate master
planning efforts for the Northwest Indiana region. AECOM
has been retained by the Community Builders to develop a
master plan for Phase II, the redevelopment of Harborside
public housing complex. Mr. Brumfield served as the
Principal-In-Charge and Senior Urban Designer for this
project. Client: The Community Builders.
Park Hill Corridor Study, Louisville, KY
Principal Planning Advisor, evaluated physical and market
opportunities and constraints affecting the potential
redevelopment of a 1,400-acre industrial corridor. Client:
Louisville/Jefferson County Metro Government EDD.
30th Street Industrial Corridor Master Plan, Milwaukee, WI
Mr. Brumfield is serving as the Principal in Charge of
planning assisting the City of Milwaukee to develop a long
range master plan for the 30th Street Industrial Corridor on
located in a residential area on Milwaukee’s North Side. The
goal of the master plan is to create a realistic vision, based
on an economic strategy, to develop key sites in the Corridor
and successfully blend the edges of new development so not
to negatively impact the adjacent neighborhood. Client: City
of Milwaukee, Dept of Planning.
Poplar Point Master Plan, Washington, DC
An initiative sponsored by the D.C. Department of Planning
& Economic Development, this project consisted of a large
scale, 110 acre master plan on Washington, D.C. largest
brownfield site introduces more than 5 million square feet
of office, commercial and retail use along the Potomac River.
The master plan, developed around and existing Metro Transit
Station, calls for more than 900 units of mixed-income
housing and will serve as an extension and revitalization of
Anacostia, the District’s historic African-American
Legacy of West Washington Park Master Plan, Chicago, IL
Mr. Brumfield served as the Principal-In-Charge/Urban
Designer for a residential and mixed-use master plan for a
20-acre site located on Chicago’s South Side. The transit
oriented plan calls for 275 residential units and 55,000sf of
residential and office balanced between two existing Green
Line CTA transit station located within a 5 minute walks
within both stations. Client: New South Partners, LLC.
Southworks Master Development Plan, Chicago, IL
Master planning and urban design for a 375-acre former
steel plant located on Lake Michigan on Chicago’s South
Side. The Plan calls for 5,600 units of housing, 500,000 sf of
retail and commercial uses and more than 90 acres of park
land. Mr. Brumfield was the Senior Urban Designer for this
effort. Client: McCaffrey Interests.
16
AECOM
Michael Winegard
Water
MBA, Finance, Loyola University
BS, Civil Engineering, Marquette University
Principal Engineer: WV, IL, OH, WI, IN, MI, PA
American Water Works Association
Mid Central Water Works Association
National Association of Water Companies
Ground Hog Club of Chicago
American Metropolitan Water Association
Mr. Winegard is a vice president and technology leader in
water distribution systems. He has 30 years of experience
in municipal water systems and has been responsible for the
design and analysis of entire potable water systems including
supply, treatment, distribution, and storage. His experience
includes the design of improvements to more than 20
surface water plants that treat water from various sources.
Mr. Winegard is also very familiar with the current Safe
Drinking Water Regulations.
Experience
Design and expansion of village water distribution system
Glenview, IL
Served as project manager for the design of four pump
station projects all in conjunction with expanding the village
of Glenview water distribution system in order to serve the
former Glenview Naval Air Station property. The projects
consisted of the construction of the West Lake Avenue pump
station (25.4 mgd) and 6-million-gallon reservoir, the Rugen
Jr. pump station (22.5 mgd) and 3-million-gallon reservoir,
the Laramie Avenue pump station expansion to 22.75 mgd,
and the Rugen Sr. pump station expansion to 21.6 mgd.
Greater Northwest pressure zone design, Wheeling, IL
Responsible for the design of approximately 3.5 miles of
water main, four pressure connection valves, a 2.0-milliongallon elevated tank, and booster pump station for the
creation of a new pressure zone within the water distribution
system for the village of Wheeling.
Center Point Intermodal Center, Elwood, IL
Serving as project director, responsible for program
management and construction engineering services for the
Center Point Intermodal Center currently under construction
on the old Joliet Arsenal site, which when completed will
feature up to 17 million square feet of modern industrial
space and cross-dock facilities adjacent to a 621-acre
multimodal rail facility. Coordinating the design and
construction performed by others of $32 million in water
and wastewater infrastructure to serve the center, a new
industrial park, and the adjacent village of Elwood. Included
September, 2010
in the facilities a 1.0-mg elevated water tank; a 1.3-mgd
(expandable to 4.5 mgd) wastewater treatment plant; a
3-mgd water softening plant; approximately 40,000 feet of
8- to 16-inch diameter water main; approximately 40,000
feet of sanitary sewer and force mains with two lift stations;
outfall sewer; rehabilitation of two existing deep sandstone
wells with new well houses; manhole rehabilitation in the
village; and a meter replacement program.
DuPage Reservoir, Elmhurst, IL
Process managed the design of a 34-million-gallon finished
water reservoir for the DuPage Water Commission, which
allowed for future ozone-injection facilities adjacent to the
existing 30-million-gallon reservoir.
Liberty Ridge east and west metering stations
DuPage County, IL
Served as project director responsible for project coordination;
preparation of plans, specifications, cost estimate, permit
applications; and construction services for the design of two
metering stations for the DuPage Water Commission, to
provide water to Citizens Utilities. Provided underground
metering stations with meter, piping, and required
appurtenances.
Water main, Glenview, IL
Managed the design of 14,000 feet of 42-inch-diameter
water main for Glenview, Illinois, for a busy thoroughfare
with many existing utilities, and included a river crossing
and a railroad crossing.
West Lake Avenue water main, Glenview, IL
Served as project manager responsible for design of 4,000
feet of 36-inch-diameter water main along a busy thoroughfare;
connected a newly constructed reservoir and pump station
to the former Naval Air Station in Glenview, which has been
redeveloped by the village of Glenview, and provided
coordination between the Illinois Department of Transportation
and Northfield Township.
Water system improvements, Skokie, IL
Provided design and construction management of 3,100 feet
of water transmission main for the Village of Skokie, Illinois.
17
Water and sewer system improvements
Arlington Heights, IL
Managed design and construction of 3,650 feet of water
transmission main, and 1,400 feet of sanitary sewer main,
for the city of Arlington Heights, and assisted in various
project management tasks, including cost estimates and
permitting.
East-west connection of water main, Oak Brook Terrace, IL
Served as project manager for design of 3,500 feet of
16-inch-diameter water main that connected the east and
west water distribution systems in Oak Brook installed
primarily in easements obtained by the city.
East Lake Avenue transmission main, Glenview, IL
Managed design for 14,000 feet of 42-inch-diameter water
main in a high-traffic roadway corridor, as part of the Cook
County Highway Department’s roadway improvements
project. Connected the supply transmission main from the
village of Wilmette to the Rugen Road pump station in the
village of Glenview, involving an extremely congested
right-of-way with existing utilities, the majority of the
transmission main routed in the pavement, and two railroad
crossings and two river crossings in the route. Oversaw
several lateral water main improvements, various storm and
sanitary sewer improvements as well as lighting and other
streetscape improvements.
18
AECOM
Lee Derek von Gynz-Guethle
Water Modeling
MS, Civil Engineering, University of California Davis
BS, Civil Engineering, The University of Texas at Austin
Certified Floodplain Manager, IL
Illinois Association for Floodplain and Stormwater Management
Engineers Without Borders
American Society of Civil Engineers
Mr. von Gynz-Guethle is a water resources engineer with
experience in hydraulics, hydrology, and water quality
modeling for flood control and water resources management.
His expertise focuses on the development of computer
models to better understand complex urban and natural
water resource systems, including open and closed channels,
bridges, dams, levees, and pump stations. He also has
experience in GIS, programming, and general civil engineering
design.
Experience
Sugar Creek Hydraulic and Hydrologic Analysis and
Watershed Plan, Village of Villa Park, Illinois
Responsible for the analysis of flood problems and potential
solutions for the Village of Villa Park on the Salt Creek
tributary to the West Branch of the DuPage River. Specific
tasks include identification of problem areas, damage
analysis, FEQ modeling of historic and design storm events,
preliminary design and cost estimation of alternatives, and
development of watershed plan documents.
Spring Brook Tributary Hydraulic and Hydrologic Analysis
DuPage County, Illinois
Responsible for updating the existing FEQ hydraulic model
of the Spring Brook tributary to Salt Creek. Specific tasks
include updating the model with new survey, contour, land
use, and rainfall data, calibrating and verifying the updated
model, and running to model to determine historic flows and
stages for use in developing new Digital Flood Insurance
Rate Maps.
Downtown Chicago Flooding Study, Chicago, Illinois
Responsible for analyzing flood scenarios throughout
downtown Chicago and the Chicago Area Waterway System
for the U.S. Army Corps of Engineers Chicago District. The
90-mile natural and engineered waterway includes four
navigation locks serving recreational, industrial, and
commercial boat traffic for Northern Illinois. Specific roles
include project management and development of a HEC-RAS
unsteady flow model to simulate historic and design storm
September, 2010
events. Modeling tasks include conversion from UNET,
development of lock operation rules, calibration, and
presentation of results.
Wheaton Sanitary District Hydraulic Analysis
Responsible for modeling proposed improvements to the
Wheaton Sanitary District wastewater treatment plant along
the Spring Brook No.1 tributary to the West Branch of the
DuPage River. Modeling tasks included updated the existing
FEQ and HEC-2 models to ensure that DuPage County and
FEMA permit guidelines were met. Also responsible for
coordinating with the county and FEMA to resolve stormwater
permit questions and issues.
Little Calumet River Watershed Management Plan
Chicago, Illinois
Responsible for developing geo-referenced, unsteady flow
HEC-RAS and single-event HEC-HMS models within the
265-square-mile Little Calumet River watershed in Cook
County, including roughly 70 tributaries and 10 main-stem
reaches totaling 240 miles. Developing two of the main-stem
reaches as well as an integrated, watershed-scale HEC-RAS
model. Supported the development of recommendations for
the modeling methodologies and will be providing quality
assurance review for the remainder of the project team.
Strategy to Meet Water Quality Standards for Chicago Area
Waterways, Illinois
Responsible for developing integrated solutions to meet
water quality standards throughout the Chicago Area
Waterway System for the Metropolitan Water Reclamation
District of Greater Chicago. Working with the district to
develop and evaluate a list of technologies that may be used
to meet dissolved oxygen requirements throughout the
CAWS. The evaluation includes literature reviews, cost
analyses, reviews of modeling results, and planning level
designs.
19
Evaluation of Public Safety at Run-of-River Dams
Statewide Illinois
Inspected three dams and developed guidelines for
informational and safety signage at all dams within the
program, for the Illinois Capital Development Board,
developed in 2006 to address public safety at 25 run-of-river
dams throughout the state. Assessed the feasibility of
structural solutions to improve public safety at each dam,
including the placement of large rock downstream of each
dam, bypass channels, modification of the dam face, and
dam removal; sized each solution and reviewed cost
estimates for each dam.
Buffalo Creek Reservoir Expansion Feasibility Study
Chicago, Illinois
Developed a HEC-RAS unsteady flow model and HEC-2
model to assess the feasibility of expanding the Buffalo
Creek flood control reservoir for the Metropolitan Water
Reclamation District of Greater Chicago. The proposed
expansion would have included the construction of a 476
ac-ft reservoir and five 100 cfs pumps to divert flow to the
existing reservoir. Optimal pump operation criteria determined
to reduce stages on Buffalo Creek during a 24-hour storm
event and on the main-stem Des Plaines River during a
10-day storm event. Dam breach analyses were also
performed to assess damages downstream under various
scenarios.
20
AECOM
John Falcetta
Freight Rail + Transportation Expert
MBA, Graduate Studies, Edinburgh Business School
Post-graduate Diploma, Edinburgh Business School
Professional Designation, Transportation and Logistics
Management - CITT
Project Management
Accounting
Organizational Behavior
Negotiating
International Finance
Marketing
Economics
Physical Distribution
Locomotive Engineman
Train Conductor
Various safety and first aid programs
Mr. Falcetta has 25 years of experience with a significant
railway corporate, operations, logistics, trucking, warehouse
management and business management background.
Before joining AECOM, he held executive positions within
transportation, logistics and warehousing in Eastern
Canada. He has a wide array of railway experience. He
has been involved in commercial and operations roles in
numerous areas of the railway business. He has been a
project leader for rail terminal re-design and expansion
projects, rail line capacity studies on various corridors, and
rail line dispositions and acquisitions. Mr. Falcetta has also
served as lead negotiator for mergers and acquisitions with
Tshiuetin Railway. Also he has significant experience with
intra-city commuter rail projects, intercity passenger rail
projects, and international movement of marine containers
and acquisition of grain dependant branch lines.
Experience
Bloom Lake Railway Construction, Project director
New Millennium Mining Railway, Project director
BHP Potash Supply Chain Study, Project director
Tshiuetin Railway. Provided strategic planning and
development
Transport Canada, Marinova Study, Canada. Advisor for a
study of movement of containers in Canada
Transport Canada, China Backhaul. Advisor for logistics
marketing
Canadian Pacific Railway, Eastern Network Resurgence.
Participated in the management. Led marketing teams
resulting in significant revenue growth in key corridors.
St. Lawrence and Hudson Railway, Scheduled Railway
Concept. Participated in the development of a concept
effecting significant operational efficiency and cost
reductions while improving service.
September, 2010
Canadian Pacific Railway, Eastern Network Integration. Led
the process of integrating operations and engineering plan,
significantly reducing engineering and operations costs.
Canadian Pacific Railway, Operating Plan Development,
Eastern Network. Participated in the development of the
freight service operating plan and local service operating
plans on CPR’s Eastern Network.
Canadian Pacific Railway, Equipment Identification.
Participated in the implementation radio frequency
identifications of railcars or Automatist Equipment
Identification (AEI).
Canadian Pacific Railway, Various Projects, Canada. Project
lead for a study of the feasibility of inland intermodal
terminal in Northern Ontario, rail terminal(s) redesign and
expansions, and rail line capacity studies on various
corridors. Led rail line dispositions and acquisitions, led
negotiations for mergers and acquisitions, led intra-city
commuter rail projects and inter-city passenger rail projects.
Studied the international movement of marine containers
and served as project lead for acquisition of grain dependant
branch lines.
Canadian Pacific Railway, Track Abandonment. Project
manager for track abandonment on CPR system.
Canadian Pacific Railway, Railway Co-production. Project
manager for development and execution of railway
co-production.
Canadian Pacific Railway, North America. Project manager
for removal of diamonds between CPR and CN in North
America.
Canadian Pacific Railway, Yard Relocation. Project manager
for development of yard relocation strategies.
Canadian Pacific Railway, Quebec. Project manager for
development of re-load to serve Quebec region.
Chemical Company Expansion, Brandon, Manitoba.
Developed and implemented a plant expansion.
21
Canadian Pacific Rail, Greater Montreal Commercial and
Operational Redevelopment Plan. Project manager.
Canadian Pacific Railway, Business Development, Montreal.
Worked on relocation of AMT from Glen Yard to Sortin Yard.
Canadian Pacific Railway, Business Development, Ottawa.
Assisted with implementation of intercity rail transit in
Ottawa. Accepted on behalf of CPR the American Public
Works Association Engineering project of the year, CPR
Eastern Unit.
Canadian Pacific Railway, Automatic Equipment
Identification, Western North America. Project coordinator
for the development and implementation of RFID technology.
St. Lawrence and Hudson Railway. Commercial lead for
General Motors distribution strategy southwest and
Midwest United States.
Canadian Pacific Railway, Port of Montreal. Operational
advisor for the port redevelopment plan for the St. Lawrence
& Hudson Railway (CPR Eastern Unit).
Canadian Pacific Railway, Montreal-Chicago Corridor
Capacity Study. Operational advisor for the study, St.
Lawrence and Hudson Railway (CPR Eastern Unit). [1999]
Canadian Pacific Railway, Intermodal Rail Service. Project
lead for development and implementation of train service
from Toronto-Montreal-St. John. St. Lawrence & Hudson
Railway (CPR Eastern Unit).
Canadian Pacific Railway, Conrail Integration. Intermodal
Rail Service Development and Implementation of Train
Service from Toronto-Montreal-St. John, St. Lawrence
and Hudson Railway (CPR Eastern Unit). Project lead for
contingency plan and execution of Conrail integration in
northeastern United States.
Canadian Pacific Railway, Operations Planning. Project
lead for engineering/operations planning and execution
of integrated engineering, and operation plan with all
connecting railway. St. Lawrence & Hudson Railway (CPR
Eastern Unit). [1998, $100 million]
22
AECOM
James R. Joehnk
Survey
BS, Civil Engineering, University of Wisconsin - Madison, 1987
Register P.E in Wisconsin
National Association of Industrial and Office Parks (NAIOP)
Wisconsin Society of Professional Engineers (WSPE)
National Society of Professional Engineers (NSPE)
American Council of Engineering Companies of Wisconsin (ACEC)
As a Practice Leader for Civil Engineering within the AECOM
Midwest Region Community Infrastructure Group, Mr.
Joehnk is responsible for the overall technical, administrative
and financial performance of the group. He has more than 23
years of recognized civil engineering experience working for
the public and private sectors. Specifically, he has significant
experience in all phases of site development and water
resources-related work which includes site layout, street/
roadway design, grading, erosion control, storm water
management/detention facilities, sanitary and storm sewer,
water distribution, structural design/soil stabilization
related to dam rehabilitation, hydrology/hydraulic computer
modeling, and land surveying work. In addition, Mr. Joehnk
has significant experience and knowledge with sustainable
design practices for civil engineering projects.
Experience
Street/Highway Design Projects
• Project Manager and Principle in Charge for The Brewery
Sustainable Public Infrastructure Project in Milwaukee,
Wisconsin: The approximate 23 acre redevelopment of
the historic Pabst Brewery in downtown Milwaukee is
bounded by Highland Avenue to the south, 11th Street to
the west, Winnebago Street to the north, and 8th Street/
Juneau Avenue to the east. The project centered around
transforming the previously industrial block areas into a
mixed-use redevelopment with sustainable “Green”
modifications to the public infrastructure; such as
vegetative bioswales, porous pavement/stormwater
storage areas, community pocket parks, water quality
initiatives of combined sewer overflow (CSO) separation
and downspout disconnections of storm water from
sanitary wastewater, and reuse of construction/
demolition material into various components of the
innovative streetscape and roundabout designs. The
project has been submitted for gold certification as a
LEED-Neighborhood Design (ND) pilot project through the
United States Green Building Council. We worked closely
with both the City of Milwaukee DPW/DCD and the client
to ensure both parties interests were reflected in the
final design. The project included various phases from
September, 2010
Conceptual design and feasibility analysis for cost
estimating TIF purposes, to Construction Document
preparation, and through select services of Construction
Administration.
• Project Manager and Principal in Charge for the Wheaton
Way Roundabout in the City of Franklin, Wisconsin: The
new public street was proposed as a boulevard, “rounda-bout type” design and is located off of STH 241 (27th
Street) approximately 1,250 feet north of West Oakwood
Road. We were hired by the City of Franklin to prepare a
public street right-of-way plat and construction documents
(CD) for the design of the pavement, streetscape, and
public utilities (water, sanitary and storm sewer) for a 600
foot long roadway/roundabout that fed the new Wheaton
Franciscan Hospital and a future commercial/retail
development to the north. The streetscape for the project
included a substantially improved landscape and street
lighting design that complimented the higher end
developments of the Hospital and the Commercial Park.
• Project Manager and Principle in Charge for the STH 100
Improvements project in the City of Wauwatosa, Wisconsin:
This project included design, plan preparation and permit
submittals to the applicable agencies for modifications
to the median boulevard, creation of numerous left/right
turn lanes, proposed ingress/egress locations from the
new St. Joseph Outpatient Center, access/median closures,
public utility modifications, traffic control and signage
plan, and landscaping revisions with the highway.
Business and Mixed-Use Development Parks
• Project Manager for the Towne Corporate of Granville
in the City of Milwaukee, Wisconsin: The mixed-use
development was approximately 160 acres in size and
included corporate/office, multi-family and single family
residential land use. Responsibilities included various
levels of Project Management and specific lead design
engineering for the street and drainage/stormwater
management efforts. In addition, I coordinated the
submittals for all permit approvals.
23
• Project Manager for the Towne Corporate Park of New
Berlin, New Berlin, Wisconsin: The corporate park was
approximately 210 acres in size. Responsibilities included
various levels of Project Management and specific lead
design engineering for the street, grading and drainage/
stormwater management efforts. In addition, I coordinated
the submittals for all permit approvals.
• Project Manager and Principle in Charge for the River
Creek Commercial Park, Johnson Creek, Wisconsin: The
commercial park was approximately 110 acres in size and
was designed as a destination location for hotels,
restaurants, theater, water and amusement parks.
Responsibilities included project management and lead
design for all public street, utility design including a
sanitary lift station along the Rock River, and site
grading/erosion control efforts. In addition, project
management and project consensus between Owner, City
and WDNR was coordinated in order to obtain permit
approval.
• Project Manager for the Centennial Park Multi-Use
Development, Oak Creek, Wisconsin: The multi-use
development was approximately 55 acres in size and
included retail, light commercial, federal US Post Office,
and multi-family land use. Responsibilities included
various levels of Project Management and specific lead
design engineering for the street, drainage/stormwater
management, floodplain study, and wetland evaluation
efforts. In addition, I coordinated the submittals for all
permit approvals.
• Project Engineer for the Kenosha Business Park, Kenosha,
Wisconsin: The business park was approximately 275
acres in size and was zoned for office, light and heavy
manufacturing businesses. Responsibilities included
lead designer for the grading, drainage, and stormwater
management efforts during Concept through Construction
Documents phases.
24
AECOM
Craig W. Riley
Survey
BS, Automated Manufacturing Technology,
ITT Technical Institute, 1992
AS, Electronic Engineering Technology, ACME Institute of
Technology, 1990
Professional Land Surveyor, WI
Wisconsin Society of Land Surveyors
American Congress on Survey & Mapping
National Society of Land Surveyors
As a Senior Project Surveyor, Mr. Riley has 30 years
experience providing project survey and mapping support
for design and construction projects, including 15 years of
experience as a plat coordinator. His activities have included
documentation surveys, right-of-way plat preparation, ALTA
and CSM preparation, building construction, construction
staking, section corner recovery, topography survey and
monumentation. Specific project experience includes:
Experience
Large Scale Design Projects
• Senior Project surveyor in charge of multiple large scale
American Transmission Company Line Projects which
include full documentation surveys, control networks,
full topographic surveys, real estate staking and final
construction staking. The projects include a 35 mile long
Madison beltline project, 20 mile long Jefferson County
line project, 25 mile long Paddock to Rockdale line project
along with numerous other transmission projects.
• Senior Project Surveyor responsible for all survey efforts
for the Miller Park construction project. Survey efforts
included complete infrastructure layout, all building
construction layouts, caisson layout and the retractable
roof layout. The office work included the detailed checking
of the all the plans provided prior to field staking.
for the General Mitchell International Airport runway and
taxiway staking. Survey efforts included all rough grading,
pavement and concrete staking, runway light staking,and
utility staking. Survey effort was on a 24 hour schedule
and included extensive effort to minimize airport downtime.
for the CarMax projects. Survey efforts included ALTA
surveys and design surveys, rough grading, pavement
and concrete staking, building layouts and utility staking.
for the Milwaukee Aloft hotel staking. Survey efforts
included rough grading, pavement and concrete staking,
building layouts, riverwalk staking,and utility staking.
September, 2010
• Senior Project Surveyor responsible for the 20 mile long
We Energies Port Washington to Jackson, Wisconsin Gas
Pipeline project including all construction staking,
topographic surveying and boundary surveys using
conventional and GPS methods.
• Project management and support for the We Energies
Port Washington Power Plant project including construction
staking, boundary surveys, utility surveys and topographical
surveys. Field effort included field surveying all underground
steam tunnels, coal piles and along the lake front.
Milwaukee Metropolitan Sewerage District & Metropolitan
Water Reclamation District of Greater Chicago
• Project support performing design survey and acquisition
plats and legal description for watercourse improvement
projects. Projects included numerous Stormwater/Flood
Control projects involving river and conveyance drop
structures. Responsible for survey control, topographic
surveys, cross-section survey, location of groundwater
monitoring wells, and soil boring locations. Development
of project base maps, hydraulic and transportation
infrastructure survey information.
• Graphical creation of all government landlines, existing
property lines and existing right-of-way plat lines for the
plat preparation. Title reports, old state right-of-way
plats, recorded plats and any old records were used in
this information.
• Verification of utilities located by survey against the
utility system maps. Determined proposed fee lines,
permanent easements, flood easements, temporary
construction easements, maintenance easements and
access easements along with providing exhibit drawings
for recorded documents.
• Coordinated field survey including horizontal and vertical
control, topographic (including septic vents and wells),
utilities, section corners, boring locations, and appraisal
staking.
• Creation and closure of all legal descriptions. Provided
exhibit files for legal recording.
25
Wisconsin Department of Transportation
• Responsible for design survey and right-of-way plat
preparation USH 10 from Fremont to Waupaca, Wisconsin.
Responsible for topographic, wetland and cross-section
field survey, deed research, development of existing
right-of-way base map and design of proposed right-ofway to accommodate planned improvements. Activities
included base map, plat development, production and
legal descriptions.
• Registered Land Surveyor responsible for coordinating
field survey including horizontal and vertical control,
topographic (including septic vents and wells), utilities,
section corners, boring locations, and appraisal staking.
• Graphically created all government landlines, existing
property lines and existing right-of-way lines needed for
the plat preparation. Title reports, tax records, recorded
state right-of-way plats, recorded plats (Certified Survey
Maps and subdivisions) and existing government road
records were used in this determination. Resolved
conflicting title overlaps or gaps.
• Determined proposed right-of-way lines, temporary
interests, compensable utilities, sign parcels and access
restrictions. Adjusted right-of-way to reduce impacts to
various constraints (such as cemeteries, wetlands,
buildings, etc.) if possible.
26
AECOM
Emily Champagne
Infrastructure GIS Specialist
Masters Certificate, GIS, University of Wisconsin, Madison, 2000
BS, Natural Resources and Environmental Studies, University of
Minnesota, St. Paul, 1996
GISP, 2009 – 2013 from GISCI
Board of Directors, Wisconsin Land Information Association,
2008 - 2010
Wisconsin Land Information Association, 2001-current
ESRI Wisconsin User Group, Vice-President, 2001-current
ArcGIS Server Enterprise Configuration and Tuning for SQL
Server, 2007
Storing Raster Data in ArcSDE GDB, 2005
SQL Server Administration, 2004
ArcGIS Spatial Analyst, 2004
ArcGIS 3D Analyst, 2004
ArcSDE Administration for SQL Server, 2003
Learning ArcIMS, 2003
Customizing ArcIMS, 2003
Programming ArcObjects with VBA, 2003
Programming with AML, 2000
Ms. Champagne has over 10 years experience in the GIS
industry. She is a certified GIS Professional with a high level
of technical expertise utilizing GIS (both ESRI software and
open source software) and project management experience.
She manages GIS projects for municipal clients in Wisconsin.
She is proficient in the use of ArcGIS Desktop, ArcGIS Server,
ArcSDE, ArcPad/ Trimble GeoXT, ArcIMS, ArcView, ArcExplorer,
3D Analyst, Spatial Analyst, Network Analyst, SQL Server,
Python, VBA, and JavaScript.
Experience
Village of Fox Point, Geographic Information System
Fox Point, Wisconsin
Project manager for conversion of local municipality
infrastructure and property information to an integrated
GIS. Work included:
• Converted individual CAD data, archive drawings and
hard-copy maps into common GIS database format.
• Created individual GIS layers: designed and populated
geodatabases for infrastructure asset systems.
• Coordinated field crew survey using GPS to capture
locations of storm, sanitary, and water sewer systems
assets using ArcPad software.
• Converted and post-processed GPS data into the GIS
design geodatabase schema.
• Acquired and created GIS data layers including property
parcels, LiDAR elevation contours, planimetric layers,
land use, zoning, and performed heads up digitizing for
custom GIS data layers.
• Created custom GIS interactive website application for
internal client use. Website built using open source GIS
technology.
• Performed geospatial analysis and created maps for
custom requests and reports (e.g., land use studies for
economic development, zoning compliance, and
hydrologic modeling studies).
• Developed a GIS training plan and conducted ESRI and
open source GIS software training for Village staff.
September, 2010
• Assisted Village staff with grant applications to support
Village GIS services.
City of Racine, Sanitary and Storm Sewer System GIS
Racine, Wisconsin
Project manager for the City’s sewer system data model
conversion project. Managed migration of both the Sanitary
Sewer and Stormwater Sewer System to a GIS geodatabase
model design. Developed geometric network connectivity
and set up pipe flow direction. Managed migration of existing
sewer database information (including inspection, CCTV
videos, and maintenance databases). Coordinated configuration
and migration of sewer GIS data in to a Cityworks Enterprise
module SQL Server database.Compiled and linked past City
sewer project documents and reports to the GIS. Managed
metadata creation for all GIS layers in the project.
General Mitchell International Aiport, Enterprise
Geographic Information System (eGIS)
Milwaukee, Wisconsin
Local Project Manager for airport GIS project to convert
existing airport GIS data to FAA geospatial standards;
design, develop and implement enterprise GIS web
application to serve MKE and MWC infrastructures and
facility information; integrate GIS with property management
system. Phase 1Work included:
• Interviewed GMIA staff on GIS related workflows
• Participated in requirements gathering for GIS webs
application
• GIS data compilation and conversion
• QA/QC of existing GIS data conversion to FAA standards
27
City of Racine, Migration to SQL Server and GIS Consulting
Racine, Wisconsin
Manager for GIS project to convert existing GIS and CADD
data to common ArcSDE geodatabase format. Provide
on-call technical GIS expertise and support to City staff.
Work included:
• Installed and configured SQL Server and ArcGIS
ArcServer/ ArcSDE software.
• Migrated Oracle GIS data and custom applications to SQL
Server environment.
• Created, updated, and organized base map data
including parcels, topographic contours, land use, PLSS,
sewer systems, water systems, hydrology, land cover,
and planimetric data.
• Compiled and organized aerial imagery raster data.
Coordinated new aerial photography flight in 2007.
• Converted GIS programming custom scripts languages
from AML, Visual Basic, and Javascript to Python and
.NET.
• Migrated and updated custom GIS website mapping
application to new web server and software version.
28
AECOM
Bruce Meighen, AICP
Comprehensive Planner
Master of City Planning, Georgia Institute of Technology
Thesis, Statistical Modeling for Environmental Impacts
Bachelor of Arts, Geography Urban Systems, McGill University,
Montreal, Quebec
Commerce Degree, Champlain College, Montreal, Quebec
Certified Planner (AICP), 1995
Community Viz, 2002, 2005
Member, American Institute of Certified Planners
Member, American Planning Association
Member, Colorado Planning Association
Member, Larimer Land Trust Project ID Team
Member, Nature Conservancy
Member, Larimer + Weld County State Demographer Population
and Employment Forecasting Committee
Bruce Meighen is a certified planner who specializes in local
and regional land use planning, and has effectively applied
the concepts of economic development, redevelopment,
transit, neighborhood revitalization, urban design, public
participation and quality growth to his planning projects. Mr.
Meighen leads the community practice line for the AECOM
eastern region
Experience
McCarran International Airport Land Use + Disposal Plan
Las Vegas, NV
Environmental planner for the economic market analysis,
interim disposal plan, land use plan, environmental analysis,
infrastructure analysis, and strategic management policy
for a 5,234-acre site, which is compatible with the airport
environs, including such uses as open space, golf courses,
commercial, office, retail, industrial, manufacturing,
warehousing, easements and rights-of-way. Client: McCarran
International Airport/Clark County Department of Aviation.
Flint Hills Regional Growth Coordination Plan
Flint Hills Region, KS
Project manager for a comprehensive assessment and
management plan for the three-county region intended to
address the growth impacts of mission expansion at Fort
Riley. Client: City of Manhattan, KS.
Northeast Master Plan, Osceola County, FL
Principal-in-charge of detailed master plan for one of
Orlando’s highest growth areas. A new mixed-use urban
community will be located on the 300,000-acre Deseret
Ranch near the St. John’s River. The project will include a
direct transit link to the new Medical City and Orlando
Airport. Client: Osceola County
Salt Lake County Cooperative Plan, Salt Lake County, UT
Assistance with a county-wide cooperative plan that will
interlace housing, transportation, infrastructure and
employment across Salt Lake County. The plan utilizes
AECOM’s Crosswalk Cooperative Planning TM web interface
tool, a web-based forecasting system created by AECOM to
integrate land use and transportation datasets from dozens
September, 2010
of jurisdictions into one seamless layer. The Cooperative
Plan will culminate in a living plan that helps guide communities
in the Valley. Bruce is the Principal-in-Charge of this effort.
Client: Salt Lake County.
Westside Transit Plan, Salt Lake County, UT
We are working with AECOM Transportation to prepare a
build-out transit plan for undeveloped areas on the west
side of Salt Lake Valley. We have developed a demographic
and land use model that considers future land use and
redevelopment. The plan will include an evaluation of a new
20-mile transit corridor, the light rail extension to the Salt
Lake City airport, and the new Mountain View Corridor. Mr.
Meighen was principal-in-charge of this project. Client: Utah
Transit Authority.
Johnstown Comprehensive Plan/Downtown Plan,
Johnstown, CO
Land use planner involved in the creation of new
comprehensive plan that represents the latest quality
growth development forms. Key considerations included
gateways, redevelopment of downtown and new economic
districts. Client: Town of Johnstown.
City Plan Update, Fort Collins, CO
Project manager of an update to the Fort Collins’ Comprehensive
Plan, known as City Plan. Hard issues of maintaining the
current growth management boundary vs. modifying it, and
how the city wants to handle future growth are at the
forefront of the update. Another focus for the update is on
redevelopment and infill opportunities within the community.
The project was integrated with the Transportation Master
Plan update. Client: City of Fort Collins.
Fort Collins Redevelopment Project Analysis
Fort Collins, CO
In conjunction with City of Fort Collin’s Planning and
Economic Development staff, AECOM is identifying key
redevelopment sites, barriers, visions and the financial
recommendations necessary to incentivize the redevelopment
of catalyst sites. The team is working directly with the private
sector to create recommendations. Information will be
contained in marketing materials and on the City’s economic
29
development website. Mr. Meighen was principal-in-charge
of this project. Client: City of Fort Collins.
Olathe Comprehensive Plan Update, Olathe, KS
Principal-in-charge of a comprehensive plan update for a
city of approximately 120,000 residents outside of Kansas
City, Kansas. Plan includes refinement of the downtown plan
focusing on sustainability, and an intensive interactive
website component. Client: City of Olathe.
West Bench General Plan, Salt Lake City, UT
Principal-in-charge of the general plan for 75,000 acres of
undeveloped land adjacent to Salt Lake City that will be the
home to 500,000 new residents. Key plan elements include
land use, transportation, natural resources, cultural
resources, housing, and parks and recreation. The plan
includes mixed-use centers located along a proposed
20-mile transit boulevard that will consist of bus rapid
transit and light rail. Client: Kennecott Land Company/Salt
Lake County.
South College Corridor Plan, Fort Collins, CO
Principal-in-charge of the long-term solutions for major
city corridor were developed within the context of regional
economic, transportation, and conservation initiatives, as
well as regional support. The study determined how design
factors, policy and planning processes can encourage
redevelopment within the area. The plan includes the
creation of a new TOD commercial center connected to a
BRT corridor. Client: City of Fort Collins.
Narcoossee Community Plan, Osceola County, FL
AECOM kicked off this Community Plan in 2009 with a
three-day workshop and to informally discuss growth
pressures this rural community is facing. Possible solutions
to these growth pressures were identified, such as rural
ranching and agricultural overlay zoning areas, conservation
and cluster development enclaves, and transitional density
and buffering policies were analyzed through an illustrative
summary, and will be further detailed and adopted through
the Community Plan.
30
AECOM
Paul Krieger, AIA LEED AP
Airport Logistics and Planning
Master of Architecture, University of Illinois, Chicago
Bachelor of Architecture, University of Kansas, Lawrence
Registered Architect - Illinois
As an Architect and Planner, Paul’s role focuses on project
concept development, programming, schematic design,
strategic planning assignments, feasibility studies, facility
assessments, complex master planning, multi-use facilities
and non-typical project types as well as project architect
and project management roles. His experience ranges from
aviation-related projects, special economic zone planning,
airport industrial parks, industrial facilities, multi-use
commercial buildings and mixed-use residential projects.
Experience
Logistics Service Center – Edmonton, Canada
Programming and conceptual planning strategy for an
advanced cargo center at the Edmonton International
Airport based on the inland port concept for Port Alberta.
Dallas/Fort Worth International Airport – Texas, USA
Architect responsible for providing strategic planning and
engineering services for the development of a 120-acre West
Cargo site. This project included an evaluation of trends and
the definition of a modular development plan for the creation
of a world-class air cargo complex for one of the top five
world airports.
Port San Antonio Logistics Platform and Logistics Park
– San Antonio, Texas, USA
Architect responsible for providing strategic and conceptual
planning for the redevelopment of KellyUSA, as a multimodal
logistics platform. The plan includes an intercontinental air
capability together with a major intermodal yard and
associated transportation feeders. Additional elements
included aircraft MRO operations, manufacturing-distribution,
residential and commercial-office activities in addition to
creating secure and bonded areas.
Air Cargo Development Analysis – Atlantic City International
Airport
Consulting input to master plan revisions for development of
air cargo opportunities at the airport.
September, 2010
Pudong International Airport and Logistics Park Shanghai, China
Consulting input involving master planning and recommended
land uses for RFP development for an air cargo/logistics
park at the airport.
Dube TradePort and King Shaka International Airport –
La Mercy, KwaZulu-Natal, South Africa
Architect responsible for planning, design and business
plan definition for the creation of a 2,000 hectare industrial
development zone and international airport as a Logistics
Gateway. This includes a CyberPort, with an associated
cyber village, hotel, commercial, industrial and logistics
projects, as part of an overall master plan including
business and finance requirements as part of a public
– private sector initiative.
Integrated Freight Rail Link (IFRL) and Inland Port –
Durban, South Africa
Architect responsible for the feasibility and planning
analysis for improving the levels of service while increasing
the amount of intermodal container by rail from the Port of
Durban (the largest container terminal in sub Saharan
Africa) to City Deep (a bonded Inland Port) Johannesburg/
Gauteng. The scope of work included an evaluation of the
market characteristics, operational and organization issues
including customs and regulatory requirements. The
concept utilized a ring-fenced approach which could be
implemented as a Concession or PPP (Public-Private
Partnership).
International and Regional Transportation and Logistics
Hub – Hong Kong
Architect responsible for planning and development of the
competitive strategy and master plan to ensure Hong Kong’s
lead role as the “TradePort of the Future”. This addressed
physical, cyber and human resource requirements as part of
an overarching plan defining initiatives and target projects.
These include the creation of:
• An “Integrator” express freight hub
• An Integrated Operational System
• Value Added Logistics Parks
• Waterborne Ro-Ro and high speed boat feeders
• A Port Rail Link and Inland Port
31
Kaesong Industrial City and Special Economic Zone –
Kaesong, North Korea
Architect responsible for providing consulting and design
engineering services for the development of a 8,000 hectare
industrial city as a principal element of Korea’s development
as a North East Asia manufacturing, trade and
transportation location. This included the definition of the
Competitive Strategy, Operational Concept and overall
Master Plan which addressed both technical and business
issues in creation of a multifunctional living and working
environment. Consideration was given to source of origin,
customs-regulatory and security issues as part of an overall
plan.
Lingang Logistics Park and Harbour City – Shanghai, China
Architect responsible for planning and design services for
the definition of the conceptual plan, multimodal logistics
requirements and development strategy for a 2,700 hectare
site as part of the new Lingang Harbour City. This involved
the master planning of a deepwater port to handle 25 million
TEUs p.a. as one of the largest in the world.
Navi Mumbai Special Economic Zone – India
Architect responsible for the definition of competitive
strategy and master plan to create a Logistics Gateway and
Multifunctionopolis including the design and engineering of
work, residential and recreation elements of the project on a
8,000 hectare site.
Port Rail Line/Terminal and Inland Port/Freight Distribution
Centre – Hong-Kong-Shenzhen
Architect responsible for planning and initial design of the
logistics master plan for the development of a Port Rail Line
twinned with and Inland Port in Shenzhen by means of a
sprinter rail service and bonded logistics pipeline.
O’Hare Capital Improvements Program – Chicago, Illinois
Project Manager for various capital improvement projects
including relocation of fire pumping operations for Terminals
1, 2 and 3.
South Suburban Airport – Chicago, Illinois
Project Manager for Tier 2 Environmental Impact Statement
for greenfield development of new airport for the Chicagoland
area.
32
AECOM
Gary Foyle
Multi-modal Transportation Planning
MA, Economics, Western Illinois University
BA, Economics (Mathematics minor), Lewis University
American Planning Association
01 - SH&E Orientation 10/08/2007
03 - Defensive Driving Awareness Training 03/31/2008
13 - Field Safety 4-Hour 07/02/2007
14 - Office Ergonomics Training 11/28/2007
Employee Substance Abuse Training 03/21/2008
Project Management Training - Basic 10/20/2006
Mr. Foyle has 36 years of professional planning experience,
with a focused emphasis on transportation and land use
planning initiatives promoted by transportation and transit
agencies, counties, and local communities. He is a project
manager with AECOM, where he has been engaged in a
variety of transportation planning assignments. Mr. Foyle’s
longest held position was with Metra, where he was the
agency’s first planning director (23 years). Earlier in his
career, Mr. Foyle worked as an analyst/planner for the RTA
(five years) and a transportation planner with DuPage
County (four years).
Experience
Kane County, Randall Road Pace Route 529 Plan
St. Charles, Illinois
Planner for a study of ways to coordinate land uses, improve
access and signage, and optimize transit operations along
Randall Road, a county highway. Leading the effort to
document existing conditions and participating in the
preparation of the gap analysis, the access, design and
operation plan, and a report on implementation strategies.
This corridor is deficient in adequate infrastructure to
complement the existing Pace Route 529; most notably, the
lack of friendly pedestrian and ADA access to bus stops.
Metra, Southeast Service Alternative Analysis
South Chicago Suburbs, Illinois
Project manager for an AA that evaluated TSM, BRT, and
commuter rail alternatives for service between Crete and
downtown Chicago.
CMAP, Midewin Alternative Transportation Study
Will County, Illinois
Project manager for a project recommending transit
improvements for the evolving Forest Service unit Midewin,
being developed on much of the former Joliet Arsenal
facility. The project is also preparing visitor forecasts. The
study is funded through an FTA Transit in the Parks Program
grant. The Midewin National Tallgrass Prairie is the largest
protected open space in northeastern Illinois.
September, 2010
Joliet Arsenal Development Authority, Southwest Will
County TMA Study, Will County, Illinois
Project manager of a study to update the JADA area
transportation plan and to evaluate the feasibility of
creating a transportation management association.
City of Kenosha, Streetcar Expansion, Kenosha, Wisconsin
Project manager of an effort to assist city in obtaining
grants to extend the existing 2-mile electric streetcar
system by 3.5 miles to the north and southwest to further
shape city development. Managed preparation of an
Alternatives Analysis to make the project eligible for FTA
New Starts funding. Prepared reports on project purpose
and need, definition of alternatives, forecast of passenger
use, and evaluation of alternatives. Applied FTA SUMMIT
model to calculate User Benefits and project costeffectiveness. Provided assistance to the city’s successful
application for a Congestion Mitigation Air Quality grant.
City of Beloit, South Central Wisconsin Commuter
Transportation Study, Beloit and Janesville, Wisconsin
Project manager for a corridor planning study that evaluated
the feasibility of new or enhanced regional transit services
between Rock County, Wisconsin and Chicago, Rockford and
Madison. The study was conducted in three discrete phases
including: 1) completing an initial set of tasks to lay the
groundwork on establishing need, identifying existing and
potential transit resources, and gauging local interest; 2)
convening meetings with decision-makers and stakeholders
to consider the results of Phase 1 and decide the set of
service concepts most deserving of follow-on study; and 3)
conducting the technical work associated with the program
of activities decided in Phase 2. The project recommended a
series of short- and long-term next steps including:
following-up a recommended regional bus service fare
demonstration; promoting vanpools to area residents;
coordinating with WisDOT’s rideshare program, adding and
expanding State park-and-ride lots, participating in traffic
mitigation programs for the planned IH 90 reconstruction
project; revising long-range transportation plans; and
preparing plans to preserve rail facilities and rights of way.
33
Kankakee County, Commuter Rail Feasibility Study Phase II
Kankakee, Illinois
Deputy project manager for the second phase of a feasibility
study for a 26-mile commuter transit service from Kankakee
County north to a connection with existing Metra commuter
rail service. Project involved a variety of tasks, including:
ridership projections using the Chicago Metropolitan Agency
for Planning (CMAP) transportation demand model, site
studies for stations and yards, transit oriented development
(TOD) workshop for local villages, conceptual design of a
new parallel commuter rail line using part of the 200’
Canadian National Railway right of way, evaluation of
institutional issues with local bus operator, CN and nearby
counties, public education and outreach, and creation of a
project web site for general public access. Participated in
organizing a workshop on intermodal freight investments.
Southeastern Wisconsin Regional Planning Commission,
Kenosha-Racine-Milwaukee Alternatives Analysis, EIS and
Project Development Phase, Kenosha-Racine-Milwaukee,
Wisconsin
Team leader responsible for transit planning, which included
the preparation of the project scoping report, purpose and
need report, evaluation of alternatives report, project
management plan, and before and after plan. The KRM
project involved simultaneous preparation of a draft
environmental impact statement and completion of an
alternatives analysis. A variety of public transportation
improvements were evaluated for the 33-mile corridor
linking the cities and counties of Kenosha, Racine and
Milwaukee. The project’s objective is to advance a locally
preferred alternative to preliminary engineering by obtaining
a Federal Transit Administration New Starts grant. An FTA
New Starts application was prepared and submitted in June
2010.
Metra Office of Planning & Analysis, Feasibility Studies
Chicago, Illinois
As Metra Planning Director conducted six feasibility studies
of expansions to the commuter rail network, of which one
was implemented (North Central Service in 1996) and two
are currently the subject of alternative analyses (EJ&E and
Southeast Service). The remaining three included the West
Suburban Commuter Rail Feasibility Study, the Wadsworth
Extension Commuter Rail Feasibility Study, and the Inner
Circumferential Commuter Rail Feasibility Study.
34
AECOM
Carolee Kokola, AICP, LEED AP
Ordinance Review
University of Pennsylvania, Master of City Planning, including real
estate coursework at The Wharton School
Northwestern University, Bachelor of Arts in Russian
American Institute of Certified Planners
U.S. Green Building Council; LEED Accredited Professional
LEED for Neighborhood Development (LEED-ND) Corresponding
Committee member
U.S. Green Building Council, Chicago chapter member
National Trust for Historic Preservation, member
Congress for the New Urbanism, member
Active Transportation Alliance/Chicagoland Bicycle Federation,
member
Women in Planning + Development, past board member
Chicago Photography Center, past president/board member
Carolee has a diverse background in urban design and
planning, with a focus on sustainability. She is interested in
encouraging urban infill, transit-oriented development, and
historic preservation to revitalize urban areas and create
more sustainable built environments. Her experience
includes redevelopment plans for existing neighborhoods,
downtowns, and commercial corridors, as well as formbased and traditional zoning codes to support reinvestment
efforts.
Experience
Detroit Strategic Framework Plan, Detroit, MI
Evaluating current policies and practices, and developing
recommendations for policies and initiatives addressing
neighborhoods, community development, and housing;
landscape ecology and open space; and environmental
remediation. Currently leading research and recommendations
addressing urban agriculture. Client: Detroit Economic
Growth Corporation.
30th Street Industrial Corridor Economic Development
Master Plan, Milwaukee, WI
Redevelopment concepts for a four-mile-long industrial
corridor, focusing on key opportunity sites. Includes
recommendations for resolving land use conflicts and
improvements to the public realm. Client: City of Milwaukee
Department of City Development.
North End Neighborhood Master Plan, Detroit, MI
Urban design, master planning, and urban infill project for
a 400-acre residential neighborhood north of downtown
Detroit. Master plan includes a new transit-oriented
development on the neighborhood’s edge and introduces
residential and commercial development into the North End
Neighborhood. Client: Detroit Local Initiatives Support
Corporation.
September, 2010
Birmingham Transit District Area Plan, Birmingham, AL
Creation of urban design standards for new development
and for public infrastructure along the identified bus rapid
transit corridor. Developed standards in accordance with
the City’s ongoing form-based code effort for downtown
Birmingham, for incorporation into the downtown overlay
district. Included analysis of and recommendation to the
draft form-based code. Client: Regional Planning
Commission of Greater Birmingham
Energy Efficiency & Conservation Block Grant Planning
Wheaton, IL
Assisted City staff with development of a strategy meeting
the goals of the US Dept. of Energy’s EECBG program. The
planning process included inventorying the City’s energy
usage practices, identifying constraints and opportunities,
and evaluating various energy- and cost-saving strategies.
Wheaton’s strategy development process included
collaboration with an ad-hoc citizens’ committee.
Energy Efficiency & Conservation Block Grant Planning
Tinley Park, IL
Assisted Village staff with development of a strategy
meeting the goals of the US Dept. of Energy’s EECBG
program. The planning process included inventorying the
City’s energy usage practices, identifying constraints and
opportunities, and evaluating various energy- and costsaving strategies. Tinley Park’s strategy development process
was led by municipal staff, who managed the local council
approval process.
North Harbor Neighborhood Master Plan
East Chicago, IN
Urban infill master plan for a working-class neighborhood
located on the border of East Chicago and Gary, IN. Master
plan will include more than 800 residential units, 90,000 sf
of retail and commercial development, the renovation of two
city parks and a new community center. Completed a
LEED-ND analysis to demonstrate the sustainable qualities
of the design and to support the pursuit of a future LEED-ND
application. Future phases for adjacent sites include
redevelopment of the remaining public housing units, a
35
school and recreational center, and retail and commercial
development. Client: The Community Builders, Hispanic
Housing Development Corp.
Installation Appearance Plans: Sustainability
Recommendations, NAVFAC Midwest, Southeast, and
Washington Districts
Development of site- and building-specific sustainability
guidelines relating to the appearance of an installation,
to conform with military site requirements. Incorporates
recommendations for technologies and strategies that
further the sustainability concepts addressed in the US
Green Building Council’s Leadership for Energy and
Environmental Design rating systems, including LEED for
New Construction (LEED-NC) and LEED for Neighborhood
Development (LEED-ND), and the American Society of
Landscape Architects’ Sustainable Sites Initiative. Client:
Naval Facilities Engineering Command (NAVFAC).
Revere Neighborhood Plan, Chicago, IL
Urban design and master plan for a residential neighborhood
on Chicago’s South Side. Master Plan focuses on infill
residential development, streetscape improvements, and
retail development opportunities along South Chicago Ave.
Client: Comer Foundation/Revere Community Development
Corporation.
Midwest Space Study, Great Lakes, IL
Urban design and space planning for Great Lakes Naval
Station to increase the effective use of facilities, leading
up to a master planning effort for the site. Client: Naval
Facilities Engineering Command (NAVFAC) Midwest
Installation Appearance Plans, NAVFAC, Great Lakes, IL;
Crane, IN; Millington, TN
Update and expansion of existing Base Exterior Architecture
Plans for three Navy bases. Recommendations for signage,
landscape, and prominent visitors’ routes are emphasized,
including creation of specifications for signage concepts to
facilitate improvements. Client: Naval Facilities Engineering
Command (NAVFAC) Midwest.
36
AECOM
Jacob Dye
Planning GIS Specialist
MS, Urban Planning, University of Wisconsin, Milwaukee, 2004
BS, Natural Resource Management, University of Wisconsin,
Stevens Point, 2003
Urban and Regional Information Systems Association (URISA)
GIS Colorado
Mr. Dye is a GIS Specialist with experience in Geographic
Information Systems (GIS) analysis and database design.
Jacob is experienced in projects involving water rights
analyses, watershed supply and yield studies, river basin
modeling, reservoir operation studies, floodplain and
floodway analysis, geotechnical and groundwater analysis,
high voltage transmission line and CO2 pipeline routing, GIS
Quality Assurance, and FGDC documentation for GIS data.
Mr. Dye responsibilities have specifically involved potable
and non-potable water distribution system analyses using
automated GIS methodologies, database management, GIS
development for analysis of cost and design parameters for
pipeline alignments and best management practices (BMPs).
Experience
Colorado Springs Utility, Inundation Mapping Quality
Assurance, Colorado Springs, CO
Reviewed GIS database for attribute completeness, consistent
locational data elements and definitions, and the creation
of FGDC metadata. GIS database and documentation for
Rampart Reservoir dam break inundation required by the
Federal Energy Regulatory Commission.
City of Aurora, CO, 42-inch Gun Club Road Waterline
Aurora, CO
Assisted with mapping and cartography for design and
construction of 4,500 feet of 42-inch steel waterline along
the Gun Club Road (S.H. 30) right-of-way. Coordinated design
issues with the City Capital Projects Division. Provided
recommendations for existing and future development
projects associated with the waterline.
Oklahoma City Water Utilities Trust, Atoka Pump Station
Improvements Project, Oklahoma City, OK
Custom programmed GPS unit with ArcPad for evaluation
of approximately 100 miles of 60-inch prestressed concrete
cylinder pipe and six pump stations to increase pipeline
capacity. Performed hydraulic modelling and detailed surge
modelling using H2O Net software to determine maximum
anticipated surge pressures in the system.
September, 2010
City of Greeley, Bellevue Pipeline - Farmer Segment,
Greeley, CO
Assisted with mapping and cartography for day-to-day
design of 35,000 LF of 60-inch diameter water line.
City of Greeley, Bellevue Pipeline- Fort Collins Routing
Study, Fort Collins, CO
Assisted with mapping and cartography for the routing study
of a 9-mile 60-inch potable water pipeline and final route
selection. Applied GIS tools and theory (ArcGIS) and other
computer analysis programs. Gathered data and constructed
model.
City of Greeley, Bellevue Pipeline, Mulberry Segment,
Greeley, CO
Assisted with mapping and cartography for existing utilities
located in the proposed 60-inch pipeline alignment corridor.
Coordinated efforts of the utility locating contractor in
obtaining utility information from Qwest, the City of Greeley,
City of Fort Collins, East Larimer County Water, U.S. Cable,
Xcel, CDOT, Fort Collins Light & Power, Boxelder Sanitation
District, Poudre Valley Rural Electric Authority, MCI, North
Weld County Water District, and the Platte River Power
Authority. Prepared review documents for Larimer County
formal floodplain review process.
Colorado River Water Conservation District, Colorado River
Basin Proposal Hydrology Study, Glenwood Springs, CO
Assisted with mapping and cartography for a preliminary
study of hydrologic conditions and cost implications of Blue
River pump-back alternatives.
City of Durango, Comprehensive Plan Update
Durango, CO
Analysed the existing water treatment facilities and
treatment capacity as part of effort to update an existing
Comprehensive Plan and improve capacity for future
demand. Incorporated future land use scenarios and water
demand data into H2ONet using GIS analysis.
37
Little Thompson Water District, Dry Creek Reservoir and
Pump Station, Berthoud, CO
Assisted with mapping and cartography for the hydraulic
evaluation and design of a 6,700-gpm raw water pump
station and associated two-mile 24-inch pipeline that
supplies water to the Carter Lake Filtration Plant. Pump
station included energy dissipation facilities, bi-directional
piping to allow filling the reservoir and pumping to the water
plant, and a surge tank. Reviewed contractor submittals.
Denver Water, Moffat Collection System EIS, Denver CO
Assisted with mapping and cartography for third party
consultations. Reviewed Denver Water PACSM model for
adequacy in analysing hydrologic impacts of the project,
interacting with DW staff to request modifications to model.
Reviewed and analysed modelling results in order to
summarize differences in hydrology with and without an
alternative that involved expanded East Slope storage.
City of Greeley, Northern and Gold Hill Routing Study,
Fort Collins, CO
Performed routing study for two new segments of a 60-inch
potable water pipeline through the City of Fort Collins and
assisted with final route selection. Used GIS tools and
theory (ArcGIS) and other computer analysis programs.
Provided data gathering, model construction, analysis, and
documentation.
North Weld County Water District and East Larimer County,
NWCWD/ELCO Water Transmission Routing Study #1
Fort Collins, CO
Provided GIS based vector and raster data analysis in the
first phase of a study to route a 54-inch raw water
transmission pipeline through the north Fort Collins area.
Utilized database management systems in performing
complex queries to amalgamate parcel easement and
infrastructure replacement costs associated with pipeline
construction. Developed database query tools to quickly
identify least costly routing alternatives and least impact for
environmental considerations. Developed and maintained
project website for presenting project information for public
input. Content included project maps and project descriptions.
38
AECOM
Stephen J. Ensley
Planning GIS Specialist
BS, Environmental Conservation, Northern Michigan University
Minor, Geographic Information Systems,
Northern Michigan University
ERSI Certified ArcGIS II Training, Detroit, Michigan,
ESRI Certified Building Geodatabases Training, St. Paul, Minnesota
GISCO (Colorado GIS) Member
Mr. Ensley serves as a GIS Specialist within the Planning,
Design and Development group at AECOM. He provides
technical expertise and project support to AECOM offices
across the Southwest and Mountain Region and he brings a
well rounded professional and academic background to the
firm with experience in Cartography, Remote Sensing,
Database management and Environmental Sciences.
Experience
Bureau of Land Management (BLM) and Western Area Power
Administration, Transwest Express Transmission Project
EIS, WY, CO, UT, and NV
Built an analysis model in GIS to efficiently and
automatically identify preferred transmission routes based
on a variety of factors. This data was then used in a
comparative matrix to refine route placement.
Power Company of Wyoming, LLC, Chokecherry/Sierra
Madre Wind Farm, Carbon County, WY
Used the 3D Analyst extension in ArcGIS to run visual
viewshed models that were used to assist in the placement
of proposed wind turbines.
Tri-State Generation and Transmission Association, Xcel
Energy, San Luis Valley/Calumet to Comanche Transmission
Project, San Luis Valley, CO
Provided mapping and data analysis for a proposed
transmission line from Alamosa, CO to Pueblo, CO.
Bureau of Land Management, BLM National Historic Trails
Decision Support System, AZ, CA, CO, NV, NM, UT, WY
Built a database to contain GIS data that was collected to
support several agencies in identifying and mapping
designated historic trails.
Upper Peninsula Power Company, Escanaba River Survey
Project, Delta County, Michigan
Created an inventory of structures within the maximum
flood inundation limits. Produced a detailed database of
residents, maps, and digital data.
September, 2010
Integrys Energy, Emergency Action Plan (EAP) GIS, Various
locations in MI and WI
Converted existing hard copy and CAD data and maps to an
extensive and interactive GIS database for use in EAPs for
twenty-one hydroelectric dam projects in Michigan and
Wisconsin. This work enabled the existing EAPs to meet
current FERC requirements.
Michigan Department of Environmental Quality, Hoskins
Manufacturing Remediation, MI
Used GIS analysis to display and organize a wealth of
analytical data for a Michigan DEQ restoration project. GIS
databases were created to manage soil, surface water and
groundwater data.
Iron County, Michigan, Iron County Road Atlas/Road
Numbering Project, MI
Assembled a geographic database and used a detailed
cartographic display of data layers to create a road atlas.
Illinois Department of Transportation, Illinois US 50, IL
Utilized GIS data analysis and created a comprehensive
geographic database to assist in a detailed feasibility study
of 80 miles of highway in southern Illinois.
American Transmission Company, American Transmission
Company GIS, MI, WI
Integrated GIS analysis and GPS data to assist wetland
delineation on several power line and substation projects.
Created site maps to assist in various engineering and
survey related projects throughout Michigan and Wisconsin.
Consumers Energy, Consumers Energy Company GIS
Various locations throughout Michigan
Used GIS to assist in multiple aspects of several
environmental site remediation projects. Created a userfriendly, interactive electronic deliverable GIS application
for the client to utilize in data analysis, management, and
field work.
39
City of Iron River, Michigan, Iron River Utilities GIS, MI
Created database and maps. pipe size, material, type, and
other information from the water, sewer, gas & electrical
lines were entered into the database and used to query,
select, and display data.
City of Caspian, Michigan, City of Caspian Utilities GIS, MI
Created database of pipe size, material, type, and other
information from the water, sewer, gas & electrical lines
were entered into the database and used to query, select,
and display data.
WE Energies, WE Energies Randolph Windfarm,
Columbia County, WI
Provided site selection information using GIS to assist in the
development of a 100 megawatt, 66 turbine wind farm in
Columbia County, Wisconsin. GIS data and maps were used
to analyze factors such as property ownership, environmental
conditions and terrain, as well as proximity to roads, power
lines, and other utilities.
Marquette County, Michigan, Marquette County
Remonumentation, Marquette, MI
Supported survey project by delivering project data is
concise visual format to support field survey crews.
Iron County, Michigan Central Dispatch, Iron County E911
GIS Plan, MI
Provided mapping and data input for a data integration plan
to support and facilitate the use of GIS for emergency response.
40
AECOM
Carolyn Grisko
Community Involvement - Carolyn Grisko & Associates Inc.,
Bachelor of Arts in Speech & Performing Arts and Secondary
Education, Northeastern Illinois University
American Association of Airport Executives
Public Relations Society of America
Human Rights Watch Chicago Committee
Leadership Greater Chicago Foundation Board member
American Marketing Association
Carolyn Grisko is president of Carolyn Grisko & Associates
Inc., which she founded in 1995. For the last three years,
Carolyn Grisko & Associates is named in the Holmes Report
of PR Agencies, which it describes as “a boutique business
that delivers impact out of all proportion to its size”.
Carolyn worked for Chicago Mayor Richard M. Daley for five
years, beginning in 1990. As deputy press secretary Carolyn
handled daily media contact and managed staff. She later
ran a loaned executive program that leveraged expertise and
millions of dollars in City services from the private sector
and worked on special initiatives and legislative support
campaigns, particularly on behalf of the City’s two major
airports. Carolyn also managed the mayor’s 1995 re-election
campaign.
In addition to the airport work detailed below, Carolyn has
led outreach and/or communications programs for development
initiatives at airports in Detroit, Baltimore and New Orleans.
Before entering government, Carolyn worked for 10 years as
an award-winning political reporter, news director and news
program host at Chicago Public Radio.
September, 2010
Experience
Chicago Department of Aviation
Jill McGee, (773) 686-4898
10510 W. Zemke Road, Chicago, IL 60666
Carolyn provides strategic counsel on multiple communications
assignments as well as message development, speech and
presentation writing, marketing initiatives, customer service
research, videos and presentation and media training.
O’Hare Modernization Program
Michael Boland, (773) 462-7300
10510 W. Zemke Road
Chicago, IL 60666
Carolyn led communications and public outreach efforts in
the suburbs around O’Hare to win support for passage of
legislation leading to the O’Hare Modernization Program.
She led a team that developed messages, strategy,
presentations, newsletters, public meetings and public
hearings. Under her leadership, CG&A organized business
and civic organizations throughout the region.
Carolyn also spearheaded the communications and outreach
elements of the federally-mandated EIS process for the
O’Hare Modernization Program.
Friedman Memorial Airport Relocation
Federal Aviation Administration, NW Mountain Region
Cayla Morgan, (866) 835-5322
1601 Lind Avenue, S.W., Suite 250, Renton, WA 98057-3356
Carolyn handles public outreach and strategic
communications for the relocation of Friedman Memorial
Airport, which is currently in the EIS process.
41
Chicago Department of Aviation
Midway International Airport
Erin O’Donnell, (773) 838-0608
5700 S. Cicero Avenue, Chicago, IL 60638
Carolyn provides a number of communications services for
Midway including communications planning, message
development, and presentation and speech writing.
She developed and oversaw all community and media
outreach efforts for the Midway Airport Terminal Development
Program. She provided strategic planning for distribution of
public information to media, project stakeholders and
community/business organizations. The Terminal Development
Program garnered positive press and community support,
even during a lengthy construction process.
Canadian National Railroad
Parsons Transportation Group
Tony Pakeltis, (312) 930-5100
10 S. Riverside Plaza, 4th Floor, Chicago, IL 60606
CN Railroad’s proposed purchase of the E&J rail line was
approved by the federal Surface Transportation Board.
Carolyn and a CGA team are successfully garnered community
and business support for the controversial project, which
re-routed trains from Chicago and inner-ring suburbs to
farther outlying communities from Waukegan to Gary, Indiana.
42
AECOM
Christopher Stark
Market Analysis/GIS
Master of Urban Planning and Policy,
University of Illinois at Chicago, 2010
BS, Political Science, Bradley University, 2008
Christopher Stark joined AECOM Economics (formerly
Economics Research Associates) in 2010. Prior to joining
AECOM Christopher worked as an associate with Goodman
Williams Group, a real estate market analysis firm focused
on the Chicago Metropolitan region. Projects Christopher
worked on in the Chicago metro region include downtown
redevelopment plans, retail market & corridor studies,
senior housing studies, Tax Increment Financing studies,
transit & TOD planning studies and convention center
redevelopment plans.
Experience
Downtown Redevelopment Plan, Wilmette, IL
As part of a team, Christopher worked on the feasibility and
economic impact study for the downtown redevelopment for
the City of Wilmette focused on the revitalization of the
downtown with a focus on the downtown retail
characteristics and transit-oriented development concepts.
Downtown Redevelopment Plan, Rolling Meadows, IL
This project involved evaluation of the existing Rolling
Meadows downtown which has undergone fundamental
shifts as the retail concentration in the region moved to
more highly trafficked areas surrounding Woodfield Mall.
This plan looked at how to best reposition the available retail
space to best serve the local community and to recommend
uses for key parcels.
McCormick Place Convention Center Redevelopment Plan,
Chicago, IL
Working as part of a larger team, a feasibility study of
various expansion options lead to a series of recommendations
for how McCormick Place should look at current and future
use of existing properties. This plan involved an in depth
comparison of competitor convention centers nationwide
to determine the strengths and weaknesses existing for
McCormick Place and the surrounding area.
September, 2010
Motor Row Entertainment District Feasibility Study
Chicago, IL
Christopher’s Masters Project focused on the feasibility for
a sustainable and thriving entertainment district to develop
in Chicago’s historic Motor Row district adjacent to McCormick
Place. The study looked at the existing demographic and
governmental characteristics of the district to determine
the potential hindrances to the district’s development while
drawing similarities to other entertainment districts near
convention centers.
Senior Housing Projects, Chicago Metro Region
Participation in market studies related to proposed senior
housing developments in communities in the Chicago region
including Clarendon Hills, Arlington Heights, Lombard and
Harvey.
Tax Increment Financing Studies, Chicago, IL
As an associate with Goodman Williams Group, Christopher
worked on multiple studies evaluating existing and proposed
TIF districts throughout the City.
43
44
AECOM
Sarah Robinson, LEED AP
Economic Anaylsis
Masters in Urban Planning, Economic Development, University of
Illinois- Chicago, 2006
Bachelor of Science in Architecture, University of Michigan, 2000
LEED AP
Member, former Secretary, Women in Planning & Development
Member, US Green Building Council
Member, University of Michigan Alumni Association
Sarah Robinson is a Senior Analyst in the Economics Group
(formerly ERA) in AECOM’s Chicago office. Sarah has a
Masters of Urban Planning and Policy with an Economic
Development specialization from the University of Illinois at
Chicago, and a Bachelor of Science in Architecture from the
University of Michigan in Ann Arbor. Ms. Robinson is a LEED
Accredited Professional (LEED AP) through the US Green
Building Council. In her work with AECOM Economics, she is
able to balance principles of the LEED rating system with
local market realities for clients interested in pursuing
sustainability as an integral project component.
Ms. Robinson has valuable experience in market and
feasibility studies, economic impact analysis, and related
assessments. She has completed studies in a variety of
market types and scales, ranging from rural communities to
urban neighborhoods. Among her project experience
includes neighborhood and downtown revitalization,
strategic and master planning for industrial, office, retail,
residential and mixed-uses. Ms. Robinson has worked with
both public and private sector clients, in almost fifteen
states across the US.
Experience
Genesee County CEDS, Genesee County, MI
AECOM was engaged by Genesee County, Michigan, to
formulate a Comprenhensive Economic Development
Strategy (CEDS) to promote economic growth. Ms. Robinson’s
work involved a thorough investigation of economic indicators
for the county and state, benchmarked against comparable,
industrial economies in the Midwest. Analysis revealed a
highly integrated economy still focused upon the automotive
industry and continuing to be impacted by its decline.
Project recommendations focused upon an action-oriented
economic development strategy with targeted growth in
alternative energy component manufacturing, cloud
computing and health care. Strategies to promote fiscal
sustainability through public service consolidation were an
integral part of the strategy.
September, 2010
Newport Chemical Depot, Vermillion County, IN
AECOM Economics was retained by Matrix Design Group to
assess redevelopment opportunities of the Newport
Chemical Depot, a 7,098-acre Government-Owned Contractor
Operated (GOCO) facility in west-central Indiana, and the
steps required to successfully implement the plan for its
reuse. Project work included an IMPLAN analysis that
quantified the economic impact to the region resulting from
base closure, an assessment of the regional demographic
and economic base, and an evaluation of industrial and
commercial market factors. Redevelopment recommendations
focused upon an economic development strategy that built
upon the site’s former use in chemical manufacturing,
targeting large-scale users capable of capping potential
contaminants on site. The economic development strategy
will focus primarily upon energy with target users including
biofuels and emerging clean coal technology in the form of
an Integrated Gasification Combined Cycle (IGCC) plant.
Other target uses include a testing site for emerging
automotive hybrid and battery technologies, and farming
in the form of agricultural land leases.
Wind Tower Market Assessment, US, Brazil, Mexico &
Canada
AECOM was retained by a Spanish wind turbine tower
manufacturer looking to expand into new markets. This
two-phase project began with an assessment of manufacturing
and assembly opportunities in Canada, Mexico, Brazil and
the US. Phase two focused on regional and state-level
opportunities for tower manufacturing and assembly in
Nebraska, Iowa, Kansas, Missouri and twelve other states.
In evaluating these opportunities, the project team explored:
1) installed wind energy and its future growth potential; 2)
the existing OEM network; 3) state-level policies supportive
of wind energy; 4) a comparison of state-level business
incentives; and 5) statelevel labor efficiency measures
including wages by occupation and unionization rates.
Further elements of this project focused upon beneficial
partnerships with regional economic development officials,
logistics providers and turbine manufacturers.
Fort Monmouth Redevelopment Stragegy, Monmouth
County, NJ
Fort Monmouth is a 1,100-acre base located in Monmouth
County, New Jersey, that was recommended for closure in
45
2011. ERA was part of a project team retained by Fort
Monmouth Economic Revitalization Planning Authority
(FMERPA) to develop a master plan for the base’s
redevelopment. Ms. Robinson was tasked with analyzing
demographic and economic conditions that would drive
demand for office, industrial/flex, residential, retail, hotel
and institutional uses on site, and with formulating an
implementable strategy for its redevelopment. Final
recommendations focused upon a long-term redevelopment
strategy that combined residential, office and institutional
uses—short-term and Enhanced Use Leases (EUL) were
evaluated and recommended to enhance the marketability
of Fort Monmouth to the private sector.
Camp Minden Development Strategy and Business Plan,
Minden, LA
For the Louisiana Department of Economic Development,
Ms. Robinson evaluated business development opportunities
for 1,500 acres of a former US military facility (Camp Minden)
in northwest Louisiana. ERA’s economic development
strategy focused upon industries that had growth potential
based upon economic base conditions, would be synergistic
with existing tenants, and could make use of existing
military facilities. Recommended land uses included
industrial in the form of military ordnance manufacturing,
and a training facility in conjunction with the National Guard.
A business outreach and financing strategy, marketing
objectives, and implementation plan was created to guide
long-term redevelopment at Camp Minden.
Southbridge Development Strategy, Sioux City, IA
For the City of Sioux City, Iowa, Ms. Robinson conducted a
market study to guide an industrial/warehousing development
strategy for 5,500 acres of vacant land south of the city. The
project approach included interviews with public and private
sector officials, a site analysis identifying its strengths and
weaknesses in terms of accessibility and surrounding land
uses, a demographic and economic base reveiew of business
growth and development trends, and a real estate analysis
focusing on manufacturing, warehousing and flex uses.
Project recommendations identified target industries with
growth potential including agribusiness and wind enegy, a
phasing plan for land acquisition, and incentives to optimize
market opportunity.
46
AECOM
AECOM Experience
2
2
2
September, 2010
49
AECOM partners with clients to expand the depth and
capabilities of their team as needed. From concept
development through financial closing and development
implementation we will work collaboratively with you to
leverage the potential of your assets and how to best
position to achieve near- and long-term objectives.
AECOM is a global professional services firm providing
integrated design, planning, engineering, environment and
program management services to broad range of markets.
Formed from some of the world’s leading consultancies,
including EDAW, DMJM H&N, ERA and many more, we are
configured to address the complex challenges facing our
clients as they embark on projects involving land, community
or infrastructure. Our purpose is to enhance and sustain the
world’s built, natural and social environments.
AECOM’s presence spans 100 countries with the skills of
55,000 dedicated and specialized professionals. We focus
this expertise as needed for projects of all scales, assembling
the combination that best suits the individual task and site.
We blend global knowledge, local experience, technical
excellence, innovation and creativity to offer our clients
unparalleled possibilities.
How will we design the smart cities of the future? How will
we manage and conserve natural resources? How will we
reimagine infrastructure? How will we mitigate climate
change? AECOM is making deep connections across
disciplines to forge new responses for a complex world. Our
project teams can address every layer of a site and every
phase of its development through a collaborative, systemic
approach. Our work bridges grey infrastructure and green
infrastructure, land and buildings, economy and ecology,
society and nature.
AECOM capabilities include:
•
• Architecture
• Building Engineering •
•
• Design + Planning
• Economics
•
• Energy
•
Environment
Government Services
Program + Construction
Management
Transportation
Water
Carolyn Grisko & Associates Inc.
Carolyn Grisko & Associates Inc. (CG&A) is a strategic
communications firm that provides an intelligent approach
to public relations, public affairs and marketing. We help our
clients achieve their goals by delivering targeted messages
through new and traditional media outreach, comprehensive
grassroots campaigns and innovative marketing and
branding strategies.
As an experienced, mid-sized firm, CG&A is uniquely
positioned to tailor solutions for both the public and private
sectors, and often serves as the bridge between them. Their
clients run the gamut from Fortune 100 corporations to
government agencies and nonprofit organizations.
CG&A has the right tools to navigate the landscape and
develop strategic, flexible plans. Blending new and traditional
communication methods to fully engage your audience. They
have won numerous awards for our creativity and effectiveness.
CG&A is powered by unique backgrounds and diverse
experiences that complement our clients’ expertise.
Through close collaboration, we seamlessly integrate with
your team to elevate and reach your goals.
CG&A’s success in the public affairs arena is enhanced by
their relationships with government, corporate, community
and civic leaders. CG&A has a long history of gaining support
from community and advocacy groups – a track record that
has been integral to successful campaign and project
implementation.
50
AECOM
DuPage County Strategic Transit Plan Update
The purpose of the Strategic Transit Plan Update is to review
the DuPage Area Transit Plan 2020 to ensure it continues
meeting the future needs and expectations of the
community. The Plan was last completed in 2002, and
requires a reassessment of its program of improvements to
reflect current needs and priorities.
A new planning horizon will be discussed with community
leaders, however, based on past practices, the horizon year
likely should be extended to 2025 or 2030. The Plan update
will consist of a number of activities including reviewing and
revising baseline conditions, initiating and managing a
community outreach program to determine if goals,
objectives and priorities have changed; and modifying, as
necessary, the recommendations from 2002. In addition, we
will develop new project priorities accompanied by an
implementation timetable to determine if our updated
program of recommendations is realistic and financially
supportable.
Our approach is consistent with previous Plan efforts, to
include a combination of market analyses and community
outreach efforts to identify needs, issues, and
opportunities; developing service options, strategies and
concept scenarios; and preparing a draft plan and
implementation strategy for public review.
AECOM has started with a review of the previous plan - its
demographic forecasts, baseline transit inventory et al., and
then updating these data as necessary to establish a new
inventory of information. The approach includes a significant
effort of public outreach. The identification of needs, issues
and opportunities will be derived through these preliminary
activities, and lead to a new recommended system plan,
which will incorporate both previous and new concepts.
Update 2002 county plan
Identify transit needs and issues
Currently Underway
Reference:
DuPage County
Mark Avery, Planning Division Manager
Jack T. Knuepfer Admin Bldg.
421 N. County Farm Road
Wheaton, IL 60187
Ph. 630.407.6881
September, 2010
51
Economic Impact Study of North DFW/Grapevine Property
Dallas and Fort Worth, Texas
AECOM was retained by the Dallas Fort Worth Airport to
identify a preliminary real estate development program for
potential development of 1,100 acres of Airport property on
the northern side of DFW Airport. We estimated potential
fiscal and economic impacts of development alternatives
for the identified property, understanding economic and tax
impacts attributable to the Dallas Fort Worth Airport
Authority, the owner cities of Dallas and Fort Worth,
adjacent jurisdictions including Grapevine, Coppell, Irving,
and Euless, and American Airlines.
We evaluated two development scenario programs for the
property, including a destination tourism driven strategy
and a corporate office and logistics-driven strategy. The
approach was built around planning factors (potential
density and distribution of land use), economic / investment
performance factors (rents, return expectations), factors
relating to employment density, and AECOM experience with
similar projects. Proposed development programs included
estimated square footage of development by use (office,
hotel, entertainment, residential, etc.).
Economic impacts included direct and indirect effects, as
well as fiscal impacts (property tax, sales tax, and hotel
occupancy tax). Airport related impacts considered
revenues from ground leases / operating rent, landing fees,
concessions, and airport revenues. The end results were
used to inform long-term policy decisions regarding use of
airport property.
Airport adjacent development
Understand mix of uses
Airport related impacts
Economic benefits of airport linkage
Reference:
DFW International Airport
John Brookby, Assistant Vice President, Commercial Development
3200 East Airfield Drive
DFW Airport, TX 75261
Ph. 972.973.4660
52
AECOM
Will County Inland Port Impact Study
Will County, Illinois
AECOM was selected by the Will County Center for Economic
Development to provide an analysis of the community and
economic development impacts of Will County’s emergence
as a global inland port. The County’s success in attracting the
logistics industry has been an important driver of its recent
economic success, as evidenced by substantial recent
population and employment growth, as well as dramatic
industrial space development, and corresponding increases
in freight volumes. When compared with the nation’s top
maritime ports, Will County would rank among the top five in
terms of Twenty-foot Equivalent Units (TEUs) handled (about
3 million) in 2008.
Unlike maritime ports, the Will County inland port is more
dispersed; there is no single port authority or other entity
providing coordinated investment and operational direction.
Industrial parks and distribution facilities have located at
multiple locations throughout the northern portion of the
County, benefiting from existing rail infrastructure that was
already in place, proximity to the Chicago market, and
available land to develop private modern intermodal faculties
that support the demands of a global supply chain. At the
same time, this build-out of privately-owned logistics has
generated negative impacts which are often borne by
community residents. Traffic congestion is one example, and
the recent 2030 Transportation Plan has identified the
congestion in the northern part of the County as an issue
critical to the region.
With this in mind, the AECOM study approach was built
around the following work efforts:
• A detailed cluster analysis of the transportation sector,
covering both its growth over the past 10 years, as well as
its linkage to the broader county economy.
• The cost/benefit of inland port development to the County
and local units of government.
• The benefits derived by existing business and industry by
being in close proximity to port facilities.
• A complete accounting of the traffic impacts related to the
inland port, including the consequences of the continued
under-funding of the transportation infrastructure in the
county.
• A clear understanding of countywide shared costs,
including traffic congestion and pollution and the benefits
derived by specific communities through taxes and fees.
Economic development opportunities
Infrastructure requirements
Traffic and congestion impacts
Reference:
Will County Center for Economic Development
Alicia Hanlon
116 N. Chicago St., Suite 101
Joliet, IL 60432
Ph. 815.774.6064
September, 2010
53
Freight System Analysis and Economic Development Strategy
Rockford, Illinois
AECOM was engaged by the Rockford Metropolitan Agency
for Planning to evaluate the regional freight transportation
system in Rockford, encompassing the transportation
infrastructure and facilities including the Rockford airport,
proposed rail consolidation to the east of the airport and
track systems within 3 to 5 miles, and major arterial highway
connections to I-39, I-90, Highway 20, and Illinois Route 251.
The team examined the entire logistics network to identify
strategic transportation investments and operating
practices to support industrial and economic development
in the region.
As part of the overall scope, AECOM also evaluated existing
economic linkages across the northern Illinois freight
transportation network. Work efforts included:
• Assessment of current economic linkage between
transportation industries and the broader economy, as
well as analysis of how these ties have evolved.
• Identification of strategic investments in freight
transportation infrastructure within the region which
have the potential to fuel job growth.
Link between transportation industries
Strategic freight investments
Link to Rockford Airport
Industrial and Economic development
Reference:
Rockford Metropolitan Agency for Planning
Gary McIntyre, Planner
313 N Main St
Rockford, IL 61101-1018
Ph. 815.987.5638
Economic development metrics were used to assess the
linkages between transportation industry segments and the
broader economy centered upon Rockford. This effort
included a detailed analysis of the IMPLAN economic impact
model system, a review of Rockford area transportation
infrastructure and shipper locations, and a case study
analysis of three major domestic logistics hubs with
comparable characteristics to Rockford. The study builds
upon prior work completed during a rail construction study
undertaken for the City of Rockford by Dr. Hutchins. The
previous work examined rail access to industrial sites,
infrastructure conditions, and realigned rail operations to
more effectively balance rail transportation within an
urbanized area.
54
AECOM
Countywide Economic Development Strategy
Flint and Genesee County, Michigan
AECOM was engaged by Genesee County and the City of Flint
in 2009 to complete a Comprehensive Economic Development
Strategy (CEDS) for the entirety of Genesee County. Core goals
of this CEDS strategy were to:
• Secure federal funding for economic development
projects that benefit the entire county.
• Recommend short-term strategies to retain jobs, along
with mid-term strategies to reignite job creation, with a
focus on advanced manufacturing and renewable energy.
• Focus strategic thinking on economic development
We conducted interviews with elected leaders, non-profit /
medical and educational institutions, chambers of commerce,
downtown interests, economic development agencies, and key
local employers. On the public and institutional side, the focus
was on perceived opportunities and needs; on the private side,
the interviews focused on connections and linkages between
industries, and relationships to transportation and logistics
infrastructure.
Secure federal funding
Short-term job strategies
Strategic thinking on economic development
Reference:
Genesee Chamber of Commerce
Keith Edwards, Senior Development Director
519 S. Saginaw Street, Suite 200
The Mott Foundation Building
Flint, Michigan 48502
Ph. 810.600.1431
Demographic, economic, and policy factors that will influence
economic opportunities in Genesee County were also studied.
The approach considered strengths, weaknesses, opportunities,
and threats, along with an overview of broader economic
forces in play around the county, region, and country. The effort
also considered other counties across Michigan, the Midwest,
and the country that could be appropriate benchmarks for
comparison. Areas of analysis included:
•
•
•
•
•
Demographic and economic base factors
Real estate market trends
Logistics and infrastructure framework for county
Fiscal and policy considerations
Future trends
The above efforts were used to frame an objective sense of the
countywide economy, and to clarify perceptions regarding
strengths, weaknesses, opportunities, and threats that will
influence the entire county moving forward.
September, 2010
55
Glenview Naval Air Station Water System Evaluation
Glenview, Illinois
The Glenview Naval Air Station, located entirely within the
corporate limits of the Village of Glenview, was closed by the
military and then subsequently incorporated into the Village.
In 1994, AECOM performed a study to assess the existing Air
Station’s water system and evaluate the integration of this
system with the Village’s system.
The study made recommendations regarding the water
supply system in two time periods. The immediate
recommendations included improvements to maintain the
existing Air Station system in operation by modernizing
several key elements and tying control into the Village’s
SCADA system.
AECOM has been providing services for the Village of
Glenview’s water system since 1939. In 1990, the system
served approximately 60,000 people and there were nearly
200 miles of transmission and distribution mains. Until the
mid 1970s, portions of the Village were obtaining their water
from private water utilities. Since that time, the Village
constructed a two-zone distribution system. In 1980, we
prepared a master plan and performed numerous Hardy
Cross analyses of this system and recommended and
designed all of the improvements required to deliver Lake
Michigan water to the areas formerly served by well water.
We also designed interconnections between the two zones
so that if the pressure drops below a certain level, water will
flow from one system to the other. In 1989, we were
authorized by the Village to update the 1980 Master Plan.
This study investigated the ultimate development of the
Glenview Naval Air Station, the extension of service to
communities on the west side of the Village, and projected
growth and water usage through the year 2020. This study
was completed in 1990.
In the long term, a Hardy-Cross Analysis of the Air Station’s
distribution system, when integrated with the existing
Village distribution model, indicated that several
improvements were necessary to provide for the ultimate
residential, commercial and light industrial development
which the Village had planned for the Naval Air Station
property. These included expansion of the distribution and
pumping system, as well as locating the Naval Air Station
property in the west zone of the Village’s two pressure zone
system. The Kentucky Pipes program was utilized on this
project. Cost estimates were prepared for each alternative.
Evaluate infrastructure after base closure
Understand shift in demand
Assess impact on the broader village
Reference:
Village of Glenview
Mr. Christopher D. Clark
1225 Waukegan Road
Glenview, IL 60025
Ph. 847.904.4375
56
AECOM
CenterPoint Intermodal Center
Elwood, Illinois
AECOM recently provided Program Management and Special
Village Engineering services for the CenterPoint Intermodal
Center which was under construction on the old Joliet
Arsenal site. When completed, the industrial park will
feature up to 17 million square feet of modern industrial
space and cross-dock facilities adjacent to a 621-acre
multi-modal rail facility. The Arsenal, developed by the U.S.
Army in the 1940s as a manufacturing plant for TNT and
related materials, was decommissioned and abandoned in
1976.
AECOM’s duties as Program Manager include coordinating
the design (performed by others) of approximately $32
million in water and wastewater infrastructure to serve both
the Intermodal Center and the adjacent Village of Elwood.
These facilities include:
• A 1.3-mgd (expandable to 4.5-mgd) wastewater
treatment plant
• Outfall sewer
• Manhole rehabilitation in the Village
• Approximately 40,000 lineal feet of sanitary and storm
sewer with lift stations
• A 3 mgd water softening plant
• Rehabilitation of two existing deep sandstone wells
• Approximately 40,000 lineal feet of 8- to 16-inch
diameter water main
AECOM’s responsibilities also include assistance in
obtaining required permits, construction observation of
the above facilities, and plan review and construction
observation of many of the Intermodal Center facilities.
Program manager for system improvements
Oversight of infrastructure systems
Redevelopment of former arsenal property
Reference:
Village of Elwood
Ms. Pat Buchenau
401 E. Mississippi Ave
Elwood, IL 60421
Ph.815.423.5011
September, 2010
57
Port San Antonio, Multimodal Port and Value Added
Logistics Park
San Antonio, Texas
The Greater Kelly Development Authority was established in
1996 as a result of the closure of the existing Air Force Base
in order to manage and develop the remaining assets in land,
buildings and equipment. Kelly USA consequently
incorporates nearly 2,000 acres of land with direct
interstate access, while adjoining a 11,500-foot runway and
a major rail yard. The existing development further
incorporates approximately 9 million-sq-ft of leased space
including aviation/aerospace, manufacturing and
warehousing facilities. This is complemented by adjoining
residential, commercial and civic buildings, which include
structures of historic interest and large green areas.
Consequently, Port San Antonio has been successful over
the six years in converting the existing base to an industrialcommercial park. However, as a result of the accelerated
changes in the world economy, the evolution of NAFTA and
the migration of United States industry southwards, Kelly
USA is in the process of recreating itself.
As part of this process, the new Port San Antonio needs to
address these new trends in order to act as a catalyst for
economic development in San Antonio and the surrounding
region. In order to address these trends, a new approach has
been taken in the recreation of existing transportation and
logistics locations. This involves the definition of
competitive strategies and Master Plans which can be
implemented by using a diverse business approach,
including Public Private Partnerships (PPPs). An additional
focus has been the creation of environmentally friendly
solutions.
• An air platform, providing the capabilities to
accommodate both aviation and aerospace activities,
with the landside and airside infrastructure required to
accommodate large widebody aircraft such as the C5 and
A380.
• A rail platform, with the ability to handle international
freight within a secure and bonded environment with
direct access to major sea and inland ports.
• A road platform, which enables an efficient movement of
freight on an LTL and FTL basis, while capitalizing on the
NAFTA corridor.
• A value added logistics platform, which enables
manufacturing, customization, storage and distribution
to be performed integral to the transportation functions
within a FTZ (Free Trade Zone) environment.
• An Integrated Support Services platform, incorporating a
worldclass Information Technology and Communications
(IT&C) infrastructure serving each of the functional
areas, in addition to addressing human resource needs
such as education and training.
• A mixed use platform, which incorporates office,
residential, retail, recreation/cultural and historic areas
in addition to those dedicated to value added logistics
functions.
The Master Plan further addresses the needs to create a
sustainable – green development which is to be
implemented, while both meeting economic objectives, and
creating individually viable opportunities.
This approach has both been adopted by the public agencies
and multinational corporations as part of a renewed “green”
focus, which includes the implementation of ISO 14001
programs.
Internationally competitive
The development of Port San Antonio according to a master
plan considers both immediate and long term functional
needs. This is achieved a number of integrated platforms
whose functions can be expanded according to specific
market needs. These incorporate:
Reference:
Real Estate Development
Terry Britton, Senior Vice President
907 Billymitchell Blvd.
San Antonio, TX 78226
Ph. 866.535.5987
Diverse market base
Air and rail logistics platform
58
AECOM
Movement of Containers in Canada
Canada
Transport Canada (Policy Area) wished to obtain a detailed
review of the flow of containers in Canada in support of
identifying areas of concern for shippers and the reason for
shortages of export containers in certain areas of Canada.
Since the use of containers within the Canadian transportation
system is such a major force on both the import, and now
the export, economics of Canada, it was important to
understand and analyze these impacts. This review was
done, not only from a domestic viewpoint, but also from a
global perspective since most of the containers are of
international ownership.
AECOM was engaged specifically to study this flow which
occurs primarily by rail, and determine the reasons why such
shortages have occurred. We worked with both CN and CP
and subsequently analyzed the relevant data. Of prime
importance in this study was understanding the drivers of
rail service and the economic and market forces which are at
work.
This was the first study undertaken in many years which
obtained accurate and confidential industry data on the flow
of containers within Canada. In the process it dispelled
many of the myths surrounding the cause and effect for
container flow. In addition, the issues driving the container
flows and a number of proposed solutions were included in
the study.
Understand global container flows
Impact on US markets
Work with CN & CP Railroads
Reference:
Transport Canada - Ottawa
Monica Blaney
330 Sparks Street
Ottawa, Ontario K1P 5H9, Canada
Ph. 613.949.4156
September, 2010
59
Economic and Fiscal Impact Study: Metropolitan
Airports Commission
Minneapolis, Minnesota
AECOM conducted a multifaceted study to forecast a range of
economic and fiscal impacts generated by alternative scenarios
for new airport construction in the Minneapolis/St. Paul
metropolitan area. The Metropolitan Airports Commission
had identified three alternatives: an expansion at the current
airport facility; a new airport several miles away; and a
no-action alternative. The analysis defined the extent of
economic and fiscal impacts on differing regions, including
the State of Minnesota, the metropolitan region, and a
multi-state service area over a 20-year period. The study also
identified the potential for related real estate (induced)
development that could occur under each alternative. The
multi-faceted analysis evaluated historic, current, and
forecast real estate and socio-economic trends in the
Minneapolis/St. Paul area; historic real estate development
patterns in the metro area and case studies of real estate
development patterns surrounding other major airports in the
U.S., including Dallas/Fort Worth and Denver. These efforts
led to conclusions regarding the extent to which new airport
construction serves as an impetus for new business creation
in a region. The assessment also considered how changes in
the economics of commercial air travel in the U.S. since the
1970’s have impacted air travel and related impacts. The
study was used by local authorities to ultimately justify
expansion of MSP, rather than consider construction of a
new airport in rural Dakota County.
Real estate impact of airport proximity
Case studies of other major airports
Basis for expansion of MSP
60
AECOM
Park Hill Industrial Corridor Implementation Strategy
Louisville, Kentucky
AECOM led a multi-disciplinary planning team to develop the
implementation strategy which aims to redefine a 1,400acre industrial area and stimulate job creation in West
Louisville. Located near downtown Louisville, the University
of Louisville, and regional transportation infrastructure, the
Park Hill area has many assets and opportunities despite
past disinvestment and employment loss.
The Implementation Strategy integrated market analysis
with input from corridor stakeholders, national developers
and the work of prior studies to provide a specific road map
for repositioning Park Hill as the center of the regional
“green economy”. The strategy addresses practical
infrastructure improvements, strategic partnerships,
redevelopment and infill development opportunities, land
use changes, the contemporary amenities needed in a
sustainable employment center and recommends ways to
connect new businesses with the local work force.
Comprehensive stakeholder engagement
Proposed transit corridor
Redevelopment of catalyst sites
Reference:
Louisville Metro Economic development Department
Susan Hamilton,
444 South 5th Street, Suite 600
Louisville, KY 40202
Ph. 502.574.4140
September, 2010
61
Sunset Park Comprehensive Vision Plan
New York, New York
New York City has rezoned almost 20 million square feet
of industrial space in the past eight years. This project
explored how to create a viable model of urban industry in
which goods are produced near where they are consumed
while being made out of as much of the City’s waste stream
as possible by workers in nearby communities. The plan
included green industrial policy and infrastructure
investment spanning rail, marine, and industrial building
renovations, as well as the establishment of waste-to-profit
exchange networks, advanced recycling industries, and
workforce development institutions.
The goal of the vision plan was to develop physical and
policy strategies that reconcile incompatibilities between
urban industry and public access to the water while also
constructing guidelines for sustainable industrial
operations. The vision plan incorporated a number of past
and concurrent plans with major infrastructure impacts on
the area, creating a variety of moving parts. AECOM
assembled an integrated team of economists, engineers,
sustainability experts and designers to collaboratively
deliver recommendations adaptable to the host of issues
that will change over time.
Currently, the Sunset Park Industrial Business Zone is a
2.5-mile long stretch of waterfront land located in Southwest
Brooklyn, home to 1,200 firms which employ over 20,000
people. The working waterfront gets its name from the
adjacent Sunset Park neighborhood of 120,000 residents;
however, it is physically severed from the community by a
six-lane elevated highway limiting public access to the
water’s edge. The waterfront itself is one of the best
deep-water ports in the New York Harbor with heavy rail
infrastructure, barge and ferry access, and direct
connections to the aforementioned highway.
These recommendations included the widespread
application of industrial ecology principles including the
identification of near-term waste-to-profit exchange
networks intended to maximize resource use efficiency and
profit while minimizing environmental burden. Strategies
were advanced to link sustainable industrial clusters with
diversified freight movement infrastructure permitting
responsible operations while reducing congestion and
pollution. Monitoring and performance metrics were
recommended to keep track of progress at scales ranging
from the product to the agglomerate industrial waterfront
zone. In summary, the recommendations will foster a model
of regenerated urban industry along with its associated
infrastructure integrated with public realm enhancements
– a vision of how industry can become a better urban
neighbor.
20 million sqft of industrial space
Industrial ecology principles
Physical and policy strategies
Multi-modal
Reference:
New York City Economic Development Corporation
Nathan Bliss
110 William Street
New York, NY 10038
Ph. 212.312.4263
62
30th Street
Milwaukee, Wisconsin
AECOM is part of a team has been commissioned by the City
of Milwaukee to develop an Economic and Physical
Development Master Plan for the 30th Street Corridor on
Milwaukee’s North Side. The Master Plan will guide future
development and identify specific projects and actions that
will be undertaken to support that development. The
purpose of the Economic & Physical Development Master
Plan is to create and communicate a long term vision for
returning the corridor to a major business and jobs center.
The plan will provide policies based on shared values that
will shape the character of development and will outline
an implementation program. It will identify three physical
actions, programs, and policies instrumental in making
employers want to stay or expand in the area or move into it.
AECOM role will be to develop a detailed land use plan and
develop a physical master plan focusing on retail, commercial,
high technology and light manufacturing. The team will also
examine freight, truck and rail movement within the Corridor
and provide design sensitivity to the residential edges that
border the entire Corridor. Other components of the
Economic Development will include: location specific land
use and zoning changes, site assemblage, environmental
remediation, infrastructure improvements, responsible
parties, funding sources, priorities and timelines for all of
the previous items.
Long term vision
Freight, truck + rail movement
Economic development
Reference:
Milwaukee Department of City Development
Michael J. Maierle
809 N. Broadway
Milwaukee, WI 53202
Ph. 414.286.5720
AECOM
September, 2010
63
Detroit Projects
Detroit Works Project and North End Neighborhood Masterplan
Detroit Works Projects
AECOM has been invited by the City of Detroit to be part of a
team that is developing a master plan for Detroit. The
AECOM will focus on developing District and Neighborhood
master plans, including developing a land use strategy for
the community around Coleman Young International Airport.
The plan will also incorporate a recently completed Sub Area
masterplan for the Detroit North End Neighborhood.
North End Neighborhood Masterplan
AECOM’s urban and neighborhood revitalization strategy is
focused on balancing three diverse Sub Areas that sought to
promote new high tech industries; high-density, mixed-use
transit oriented development; and residential infill. This
neighborhood has been identified by the City of Detroit to
redevelop as the city reinvents itself.
Airport community
Industrial neighborhoods
Transit oriented development
Land use strategy
Reference:
Urban Planning and Design for the American City
Toni L. Griffin
1180 Raymond Boulevard, Suite 20G
Newark, NJ 07102
Ph. 202-679-7668
Sub Area I
Transit Oriented
Development
Sub Area II
High Technology
District
Coleman Young
International Airport
Sub Area III
Neighborhood
Revitalization
64
AECOM
Industrial/Commercial Revitalization Masterplan
Elk Grove Village, Illinois
AECOM was engaged as part of a larger consultant team to
work with the Village of Elk Grove to update the 1998
Industrial/Commercial Revitalization Master Plan for the 5.4
square mile industrial area located immediately west of
Chicago’s O’Hare International Airport. The revitalization plan
had to consider opportunities for redevelopment of vacant or
underutilized property, and evaluate the impact of alternative
alignment proposals for the planned Elgin O’Hare Expressway,
the western by-pass, and proposed western terminal expansion.
Several existing corridors through the business park were
evaluated, including Higgins Road, Devon Avenue, and
Thorndale Avenue.
AECOM evaluated demographic trends for the community and
studied office and industrial real estate market conditions for
Elk Grove Village and adjacent sub markets in Bensenville
and Franklin Park. Historic trends regarding changes in
inventory, lease rates, and occupancy were considered, and
benchmarked against regional data for perspective. Industrial
market data for the O’Hare area was also benchmarked against
other industrial areas in the region, including more recent
projects in Will County. The real estate market analysis is
being used to inform judgment regarding opportunities for
infill redevelopment across the study area.
5.4 sq mi
industrial area
west of Chicago O’Hare International Airport
September, 2010
65
Miami Intermodal Center Joint Development Market
Analysis Update
Miami, Florida
AECOM served as the market and real estate advisors to the
prime consultant on behalf of the Florida Department of
Transportation (FDOT) District VI region since 1994, on real
estate market analysis and development programming and
planning for the Miami Intermodal Center (MIC). The MIC is a
1.4 million-sq-ft, multimodal transportation center proposed
for a site adjacent to Miami International Airport. Multiple
market analyses have been prepared over the past 14 years
to quantify the extent of supportable joint commercial
development for the MIC core and associated off-site
development for this strategic location in central
Miami-Dade.
The market analyses have identified the project’s highest
and best use opportunities within the context of the MIC’s
primary function as a transportation center. A key objective
has been to test appropriate commercial uses to generate a
recurring revenue stream and yields for FDOT in the form of
ground leases or other mechanisms as a means of offsetting
some portion of the costs associated with the MIC. Market
analysis updates have been prepared in 1995, 1998, 2001-03,
and 2007-08. In 2001, AECOM also conducted a series of
interviews with local and national developers to inform
subsequent preparation of a developer Request for
Proposals. In 2003, AECOM tested hypothetical revenue
yields to FDOT from a range of uses identified in previous
program planning models.
Moving forward to 2010, the rental car area of the MIC plan
was built, with final delivery of the full plan anticipated by
2015. The FDOT is responsible for its delivery and has placed
an AECOM-led consultant management team in charge of
planning, designing, and preparing construction documents
for the project.
Market for airport related real estate development
Transportation /intermodal connections
Joint development opportunities
66
AECOM
Selected Rate Study Experience
Evaluation of North Maine Water and Sewer Utilities for the
Village of Glenview, Glenview, Illinois
AECOM prepared a financial evaluation and a reproduction
cost new less depreciation value study for both the water and
sewer utilities for this separate utility system owned by the
Village of Glenview. This project was completed in 2008.
Project Team: Mike Winegard, PE; Chad Laucamp, PE
Water Metering Supply, City of Battle Creek, Michigan
AECOM recently performed a detailed evaluation of the city’s
existing water metering, meter reading, billing and customer
service processes. We conducted an on-site audit of key
functional areas to map the key business processes that are
impacted and assess the conduct of business practices with a
focus on personnel organization and performance. We provided
an analysis of available vendors and technologies for selection
of implementation strategies that will enhance the city’s
processes. A benefits analysis was also performed that
identified and quantified various plans for a future meter
reading and billing improvements project. This analysis
included an evaluation of alternatives for operational savings
and revenue enhancement. This project was completed in
2008. Project Team: Mike Winegard, PE; Chad Laucamp, PE
Water Fund Cost-of-Service Study, North Park Public Water
District, Machesney Park, Illinois
AECOM performed a review of existing and anticipated
expenses including debt service and capital improvements
program for a five year period to determine if existing water
rates would provide sufficient revenues. Reviewed the cost-ofservice for the various rate classifications to determine if costs
were equitably distributed among customer classifications
and made recommendations for new rates, which included
system development and volume charges. This project was
completed in 2007. Project Team: Mike Winegard, PE; Chad
Laucamp, PE
Water Fund Cost-of-Service Study, City of Battle Creek,
Michigan
AECOM reviewed existing and anticipated expenses including
debt service and capital improvements program for a five year
period to determine if existing water rates would provide
sufficient revenues. Also reviewed cost-of-service for the
various rate classifications to determine if costs were
equitably distributed among customer classifications and
made recommendations for new rates, which included
readiness-to-serve charges, as well as volume charges. This
project was completed in 2006. Project Team: Mike Winegard,
PE; Chad Laucamp, PE
Sewer Fund Cost-of-Service Study, City of Battle Creek,
Michigan
AECOM reviewed existing and anticipated expenses including
capital improvements program for five year period to determine
if the existing sewer rates would provide sufficient revenues.
Study included cost-of-service evaluation to determine if costs
were equitably distributed among customer classifications. This
PE; Chad Laucamp, PE
Financial Feasibility Study, Central Lake County Joint
Action Water Agency, Lake Bluff, Illinois
AECOM conducted a financial feasibility study for issuance
of $34 million in bonds to finance improvements. Review of
financial audits, construction estimates, and bond ordinance
requirements to determine feasibility of financing project. This
PE
September, 2010
67
Additional Airport Studies
Economic and Community Impact of California Airport
System, State of California
Client: State Of California Department Of Transportation
Aeronautics Division
The State of California Department of Transportation’s
Aeronautics Division retained AECOM to examine the
economic and community impacts of California’s system
of airports. The study include not only the 13 major hub
airports like SFO and LAX but more importantly the other
250 airports in California. Issues addressed cover airport
employment and income, on airport businesses, the
importance of air cargo, the contribution to the state’s wine
industry, air rescue operations, fire suppression, recreation
and tourism, and airport stimulated economic development.
Phoenix Sky Harbor International Airport Peripheral Land
Use Study, Phoenix, Arizona
Client: City of Phoenix, Arizona
In planning for future growth and expansion requirements,
Phoenix Sky Harbor International Airport was in the process
of acquiring 600 acres adjacent to its west approach land
area. AECOM was retained to conduct a 20-year incremental
analysis of both the regional and site specific demand for
compatible land uses. Specifically, the market study
focused on the time-phased demand for industrial, office
and hotel spaces. Scenarios with alternative land use plans
were developed together with financial performances for
strategy mix. We were hired again in 2006 to research the
feasibility of developing two adjacent, eight-acre parcels in
the Phoenix Sky Harbor Center plan area.
Ezeiza International Peripheral Land Use Plan, Buenos
Aires, Argentina
Client: AA2000 and Leo A Daly Architects
AECOM worked with Leo A Daly Architects to develop
land-use concepts for the lands peripheral to the new
terminal at Ezeiza, Argentina’s largest domestic airport.
The intent was to develop a broader base of aviation-related
businesses related both to the movement of cargo as well as
the movement of passengers, such as hotels and conference
facilities. Our study focused on non-terminal development
opportunities located elsewhere on Ezeiza’s site, and included
collateral development uses such as a training facility,
conference hotel and conference center, office development
and cargo management facilities.
Chicago Region: Third Airport Impact Study, Multiple
Locations
Client: State of Indiana / HNTB
AECOM performed a two-part economic impact analysis of
several proposed sites for Metropolitan Chicago’s Third
Regional Airport, as a sub-consultant to HNTB. The report
involved analyzing the economic impacts of first, the urban
sites - Gary, Indiana and Chicago, and second, the rural sites
to the south of Chicago. The analysis consisted of estimations
of the direct, indirect and induced impacts that would result
from the development of the Third Regional Airport, an
airport designed to handle more passengers than currently
pass through O’Hare International Airport. The objective of
the report was to provide an objective comparison of the
economic impacts (i.e. jobs, payroll, local spending, physical
development, etc.) for each of the sites as well as suggestions
for the State of Indiana to maximize the economic development
potential of the airport. Based on research into development
trends around airports, field surveys of the sites and extensive
experience in land use economics, we projected the magnitude
of physical development - industrial, office, retail, hotel and
residential that could occur around the site, and specific
areas where development pressures were most likely to be
manifested. The finished product was a thorough comparative
analysis of economic impacts for each site as well as guidelines
to the State of Indiana for maximizing the economic
development potential of a project the scale and magnitude
of the Third Regional Airport.
68
AECOM
Carolyn Grisko & Associates Inc.
Selected Project Experience
The Great Lakes and St. Lawrence Cities Initiative
The Great Lakes and St. Lawrence Cities Initiative is a
binational, non-partisan alliance of U.S. and Canadian
mayors working to protect and restore the vitality of the
Great Lakes and St. Lawrence River and improve the
quality of life for the residents of the region.
As the Cities Initiative continued to grow in both size and
scope, the need to enhance the organization’s brand,
increase its membership base and improve its communications
capacity swelled. In 2008, the organization partnered with
CG&A to create a marketing and communications plan, develop
new materials and design a new website.
CG&A managed the design and development of a refreshed
Cities Initiative website that better illustrates the organization’s
important work, highlights the member cities and mayors,
provides incentive to become a member, improves user
experience and clearly conveys the organization’s mission.
CG&A continues their work with IOT, having helped garner
hundreds of Facebook fans and video views along with
thousands of photo submissions and followers on Twitter
(IOT currently ranks among the top 10 CVBs on Twitter). In
addition to overall brand awareness, CG&A provides IOT with
detailed metrics and qualitative conversation analysis to
help adapt and improve social media efforts along the way.
Canadian National Railroad
CG&A’s primary goal was to build a strong base of thirdparty support for Canadian National (CN) Railroad’s
proposed acquisition of the Elgin Joliet & Eastern rail line
(EJ&E), and to assist CN in its efforts to reach agreements
with impacted communities that would see increased freight
traffic as a result of the acquisition.
CN’s acquisition would result in freight congestion relief for
the city of Chicago and more than 60 suburban communities
(a combined population of 4.1 million residents).
One of the more unique site features CG&A helped to implement
is the Member Cities Map which utilizes a custom Google
map application to pinpoint members and provide
information about each city. CG&A proudly continues to
assist the Cities Initiative with media relations, annual
report design and other communications needs.
Before CN could move forward with its purchase of the EJ&E
rail line, the federal Surface Transportation Board (STB) had
to conduct an Environmental Impact Statement and approve
the acquisition. To that end, a well-coordinated outreach
effort to both supportive and impacted communities was
essential to the acquisition’s approval.
Illinois Office of Tourism – Enjoy Illinois
In February 2008, CG&A was hired by Edelman to work with
them for the Illinois Office of Tourism (IOT). Specifically,
CG&A was brought in to develop and implement a social
media marketing strategy to help generate online brand
awareness and engage passionate Illinois travelers. CG&A
immediately took note of IOT’s refined branding but overall
lack of channels for interactive engagement on its travel
website. As most travel decisions are based on
recommendations from online reviews, friends and families,
CG&A knew they could capitalize on various social media
channels to energize existing brand enthusiasts and increase
word-of-mouth buzz for IOT.
In a unanimous decision, in December 2008 the STB issued
its Record of Decision approving the acquisition. This
happened in part because CG&A successfully gained
support for the acquisition from several dozen suburban
mayors, chambers of commerce and Chicago aldermen.
Throughout 2008, CG&A also scheduled and oversaw more
than 100 meetings with impacted communities, and was
part of the team that worked with many of the communities
as they reached their mitigation agreements with CN, a
necessary and complex step in the acquisition process.
Project Understanding
+ Approach
3
3
3
September, 2010
71
A sound understanding of this project requires a clear
understanding of Bensenville. We’ve spent months focused
on this opportunity, learning more about you and your vision
for your community. We understand that, while Bensenville
wants to learn from communities in similar situations and
respond in a positive way to substantial outside influences,
such as O’Hare, the priority is the character of your community
and you want to ensure that Bensenville remains distinct at
the same time it becomes a major contributor to the region.
Our economics team is prepared to support these aspirations
by analyzing and responding to the unique factors that will
influence your future. Our land planning and urban design
team, which will work side-by-side with the economists and
other technical specialties from the very beginning of the
project, will ensure that the critical decisions you make
regarding infrastructure, land use and the built environment
support not only your economic vitality but your sense of
civic pride and community.
As the RFP explains, this project is fundamentally about
improving the quality of life and fostering the long-term
economic growth of the Village of Bensenville, its citizens
and its businesses. In order to accomplish these objectives,
Village leaders and your consultant partner must understand
the local, regional and global contexts within which Bensenville
functions. As a global company, highly attuned to and engaged
in freight, financial and inter-modal markets around the
world, AECOM is uniquely qualified to be your partner in this
endeavor. The following section offers a brief statement of
our understanding of this project and preliminary observations
of the Village’s local and regional situation as well as our
initial views on the economic environment that will influence
this project. Following these summary observations, we
present our proposed scope of work.
Any analysis of the economy of Bensenville must begin with
a consideration of O’Hare and its modernization program.
The OMP is intended to enhance the competitiveness of the
Chicago region and it no doubt will accomplish that goal.
While the airport has certainly contributed to economic
activity in Bensenville, it has also resulted in substantial
negative impacts. This is particularly true when one
considers the modernization program, which has resulted in
the demolition of 500 homes and 120 businesses.
Other local and regional factors that must be considered in
order to gain a full understanding of this project include:
• The evolving roles of the Illinois State Toll Highway
Authority and the Illinois Department of Transportation,
as they debate who will invest in improved transportation
infrastructure in the area. As with the OMP, these
investments will yield both positive and negative impacts
on the Village of Bensenville which will need to be
managed.
• FAA debate about the proposed third airport in Will
County will reinforce the question of future demand at
O’Hare for passenger and cargo activity.
• Partial funding for CREATE has been approved and the
initial focus on the acquisition of EJ&E by CN has passed
and the focus is now on broader thinking about the
inevitable growth in container traffic into Chicago.
Similarly, the CP acquisition of the DM&E will also
influence how freight moves through the region and
connecting points from Kansas City to Milwaukee.
• While the industrial market around O’Hare continues to
support about 10 percent of the regional industrial
market, which covers more than one billion square feet,
analysis acknowledges the recent emergence of Will
County as an Inland Port to the world, with resulting
implications for industrial development across the entire
region.
Whether these major investments are net positives for the
community and create a platform for Bensenville to become
an influencer for the region will depend to a great extent on
the decisions the Village makes today. We understand that,
moving forward, and moving forward is what this project is
about –it will be critical to accomplish the following if this
project is to provide the basis for sound, long-term decisions
by Village leaders and businesses:
• Clarify the short-term path forward for Bensenville,
managing the impact of likely construction related
investment related to the Western By-Pass and ElginO’Hare extension.
72
AECOM
Quick demonstrable opportunities will be identified and
moved upon quickly to show progress to the community and
get the process moving for the medium-to-longer term plans.
• Understand and define mid- and long-term opportunities
for Bensenville to encourage economic development,
business investment, job growth, and residential
reinvestment.
• Calculate the likely fiscal impact of new investment on
the Village to ensure that future infrastructure investments are both financially sustainable and strategic,
such that the Village is effectively repositioned to
compete for future economic opportunities at an
enhanced level.
Of course, the Village of Bensenville operates in a complex
and dynamic economic market that extends well beyond its
boundaries. It is critical to acknowledge economic reality
today and make our best estimates of future activity. While
the recession is technically over, the Chicago Metropolitan
Area continues to be challenged, pointing to a slow recovery.
Unemployment, while down from peaks in January of 2010,
remains about 10 percent, lagging national levels. In spite of
these realities, our experience confirms how the release of
your RFP is occurring at an opportune moment. We believe,
based on these trends and our experience, that this study
must also consider the impact of broader factors, including:
1. That the recession has dramatically reshaped this region
in fundamental ways, and accelerated structural
changes within the airline industry. These changes have
been manifested at O’Hare through a 6 percent
annualized decrease in cargo and a 3 percent annualized
decrease in passenger levels from 2004 to 2009. Although
levels appear to be recovering in 2010, there is
considerable ground to make up.
2. Working with three Class 1 Railroads (CN, CP, and UP) to
understand how their network traffic flows through the
O’Hare area, and how they will react to broader changes
in freight movement through the region noted above. Our
experience suggests that their willingness to consider
network changes will correlate with the development of
value propositions which enhance the effectiveness of
freight movement.
3. While cities across the country recognize the importance
of economic development linked to aviation, our
experience shows that actual linkage between on- and
off-airport activities is in many cases accidental at best.
Moving forward, our approach would seek to understand
how airport related economic activity can be used to
expand markets, create jobs, and generate broader fiscal
benefits for Bensenville, using a strategy that is built
around a careful evaluation of intermodal synergy.
These points reinforce the need for a real estate and
economic development strategy for the Village of Bensenville
that can build from local knowledge, incorporate citizen and
stakeholder input, respond to short-term financial challenges,
react to near-term term strategic opportunities, and build a
foundation to pursue strategic economic opportunities.
AECOM will create a strategy
and framework for Bensenville
that does not stay on the shelf
gathering dust. Rather, we will
work with you to create a plan
that is financially implementable.
September, 2010
Understanding the Issues
NORTH INDUSTRIAL AREA,
THORNDALE AND THE
WESTERN EDGE
DOWNTOWN BENSENVILLE
GREEN STREET
IRVING PARK
ROAD CORRIDOR
Given our knowledge of the critical challenges in the Village of Bensenville, the AECOM team has identified a series of
issues and action items that should be strongly considered in developing the land use and Sub Area plans.
• Create a New Public Realm for Irving Park
• Special emphasis on York Road and Irving Park Intersection
• Balancing and respecting residential and commercial
land uses
• Appropriately scaled development
• Understanding the impact of the new runway
• A new public realm for Green Street
• Understand the safety and security zones in the area
adjacent to O’Hare Airport
• The future of CP Property
• Establishing a buffer between between O’Hare and
Bensenville using noise contours
• Manage the transition between residential and industrial
• Turn around low value uses to change and enhance the
character of the corridor
• Transform Downtown into a TOD District
• Understand potential flight path issues and their potential
impact on building height and density
• Create and encourage opportunities for mixed-use
development
• Potential transit improvements and enhancements
assuming the western connection is constructed
• Public relam improvements to encourage pedestrian and
multi-modal movement
• Understand infrastrcuture capacity
• Understand the impact of the new runway
• Identify alternative land use options, density and mix of
uses and its appropriate scale
• The imapct of the western terminal for future development
• A strategy to transition the area from industrial to
commercial development
• Understand flight paths and runways, noise contours
73
74
AECOM
Project Approach
AECOM Understands O’Hare, the Entire Region and the
interplay between both: These issues and influences are not
new to AECOM. We have worked closely with economic
development officials in Will County to evaluate impacts
associated with the evolving Inland Port, which connects UP
and BNSF intermodal capacity with significant distribution
and warehouse space. We are also currently working with
city officials in Elk Grove Village to understand implications
of the O’Hare Modernization Program, including plans for the
Western Bypass and Elgin-O’Hare Extension, which together
have the potential to reshape real estate development in
this area. These two projects are significant because their
respective industrial submarkets comprise about 27 percent
of the total Chicago regional industrial inventory, or
approximately 310 million square feet. These regional
insights, applied in practical settings, combined with our
interdisciplinary nature combine to create a powerful
partnership between the Village of Bensenville and AECOM.
We have formulated an approach to this project that
responds to your needs and expectations and reflects local,
regional and international influences as well as our
experience in similar environments. The following key
elements form the basis of our approach:
1. Develop a stakeholder engagement plan and community
input plan to clarify existing perceptions and issues,
while also preparing the community for new
opportunities.
2. Clarify the current status of Village infrastructure assets,
ranging from street trees and sanitary sewer lines to
streets and stormwater systems, all in a GIS framework.
3. Evaluate the compatibility of existing development in the
Village with regard to the O’Hare Modernization Plan,
considering noise contours, as well as economic and
fiscal compatibility.
4. Understand economic development opportunities that
could result from proximity to O’Hare, as well as related
access improvements, and evaluate the fiscal impact of
future real estate development that could be generated
by these projects on the Village.
5. Revise existing Village comprehensive land use plans and
codes to ensure compatibility with anticipated economic
opportunities, incorporating GIS-based sub area plans
for the North Industrial Area, the Irving Park Road
Corridor, and the Green Street Corridor.
6. Develop a multi-modal transportation plan for the Village
that better serves existing residents, as well as
passengers, visitors, thru-traffic, and freight, on all
modes.
7. Identify necessary infrastructure and technology
improvements that will influence economic development
goals, and develop funding strategies for key CIP
projects.
8. Relate identified capital investment costs to
corresponding fiscal benefits over time.
Our proposed approach has been broken down into three
phases of work. Phase I will focus on evaluating existing
conditions, covering infrastructure, real estate, planning,
transportation, and related elements. Phase II will include a
focused planning effort, which will be both comprehensive
and sub area specific in nature. This work will form the basis
for project recommendations and priority implementation
efforts, which will occur in Phase III.
A Collaborative Process - How We Will Work Together
A critical part of this process will be how we work with the
Village of Bensenville and its community. Our strength in
interacting with the community to develop support and
consensus for planning projects is based on a thorough
understanding of land-based issues and the ability to
recognize and communicate the concerns of all interested
parties. We will work with the Village of Bensenville to set
the stage for consensus by creating a planning process that
is collaborative and transparent through a means that is
accessible to all.
The Steering Committee
We anticipate and strongly recommend that the Village
assemble a Steering Committee or a key stakeholder group
whose focus is to engage our team continuously throughout
project to guide the planning process. This group should be
comprised of key members from the planning staff, other
September, 2010
agencies from the Village and key stakeholders from the
community. The purpose of these initial meetings will be to
outline the goals and process of the Community Involvement
Plan and to begin to have a general understanding of the
issues facing the Village of Bensenville. We won’t start from
scratch, rather we will build on the work that the Bensenville
team has already accomplished and the current
constituency groups that are in place.
An initial visioning session will include tours of select areas,
SWOT analysis and select meetings with key stakeholders
from the community. This could also include meetings with
community liaisons from O’Hare International Airport. It is
our intent to hold monthly meetings with the Steering
Committee and the client to present findings, get critical
information and test planning concepts and give general
updates to the planning process.
Community Involvement Plan
The methods we may use to gather public and stakeholder
input include interviews and questionnaires, surveys, public
meetings, workshops and design charrettes, as well as
presentations to local stakeholder groups. We will ensure
that the process incorporates an appropriate educational
component to clearly convey project goals, expectations,
and timeframes to all participants. Below are described a
series of recommended stakeholder activities for the initial
series of meetings, and we will work with you to ensure that
the content meets the needs of this effort.
Asset-Based Planning Workshop
After our team has analyzed the site’s existing conditions,
we will give an overview of the project and present our initial
findings to community members and other interested
stakeholders. We will present an initial evaluation of
potential opportunities, and challenges. Through an
interactive information-gathering session, we will seek to
establish the principles that will guide our recommendations
for future development and improvements. At this time, the
we will engage the community to identify common goals that
are essential for creating a realistic vision for the overall
plan.
Based on the economic analysis, general but thorough
evaluation of the physical site conditions, and feedback
from stakeholders, we will identify and address
opportunities and challenges for issues related to urban
design, redevelopment, land use, transportation, and
75
economics, which will be revisited throughout the planning
process.
This is a critical element that is embedded in our urban
planning practice and a common component in all of our
work. Recent examples include the Commercial Industrial
Revitalization Plan for Elk Grove Village, both the Detroit
Works Project and the North End Neighborhood Master Plan
in Detroit, MI, Park Hill Master plan in Louisville, KY; and the
Revere Neighborhood Plan in Chicago, IL.
76
Phase I – Kick-Off / Existing Conditions
Assessments
Task 1 – Project Kick-Off
Initial tasks will establish organization structure,
communication protocols and logistics for the team effort.
Key elements will include:
Organization
AECOM proposes the need for an organized structure for this
project. Considerations include:
1. A Steering Committee which includes key Village elected
leadership, staff, and selected private sector individuals.
Steering Committee meetings will be held monthly.
2. Three working committees, one each for Infrastructure,
Planning, and Economic Development. Persons assigned
to these groups will include city staff who will be involved
on a day to day basis on the project.
These working committees will be used to filter day-to-day
project work and analysis, such that the monthly steering
committee meetings can stay focused on top-line policy
issues.
Coordination
• Organize public involvement plan, factoring in
requirements for public input at multiple key points
in the process
• Organize stakeholder involvement plan, covering
local companies, elected leadership, community
organizations, and institutional anchors.
• Identify and clarify and guide the potential roles of
related agencies, possibly including Metra / RTA,
Canadian Pacific, CMAP, DuPage County / Choose
DuPage, and others.
• Develop and organize existing GIS data and previous
reports, and determine need for web platform for data
sharing.
Initial Interviews
As part of the initial public involvement plan, we will also
interview Village elected leaders to understand their
perceptions and goals at the onset of the process. These
interviews will also be used to identify stakeholders for
inclusion in the process.
AECOM
Task 2 - Infrastructure Mapping & Analysis
AECOM will perform topographic surveys, review available
record drawings, and compile the information in order to
finish the GPS / GIS mapping of village infrastructure assets
that include roads, stormwater, wastewater, and potable
water systems, parkway trees, street lighting, and related
systems within public street right of ways. Currently, it
appears that approximately 70% of the village infrastructure
system has been mapped, thereby requiring the remaining
30% to be collected and compiled as part of this task. The
approach assumes that standard field survey approaches
can be used to map remaining assets; we have not factored
in potential needs to use remote survey technologies, which
may be required. Once this effort is completed, our
infrastructure team will evaluate existing baseline
information in light of changes proposed as part of the OMP.
The effort will consider:
• Likely modifications to existing systems due to OMP
requirements, relating to water system connections,
stormwater systems, pedestrian / vehicle access
connections, and other factors.
• Impacts associated with the loss of about 500 homes and
120 businesses on existing infrastructure.
The intent of this task will be to focus attention on several
key areas of concern, which can then be explored as the
scope moves forward. Emphasis will be placed on the
following three areas:
• Green Street Corridor
• Irving Park Corridor
• North Industrial Area
Task 2B – Land Use and Zoning Analysis
AECOM will review existing land use and zoning maps for the
Village, evaluating them with respect to current and
anticipated changes in noise contours, as well as flight /
approach requirements around O’Hare Airport. Mapping
capabilities will be used to determine the limits of the
impacts for noise on the areas of the Village affected.
Emphasis will be placed on the Green Street Corridor, the
Irving Park Corridor, and the North Industrial Area.
Our approach will consider areas where changes to noise
contours and approach requirements will influence the
nature and character of business activity, covering use as
well as density and building height. Industry profiles will be
September, 2010
developed to clarify sectors that could operate under
increases in noise and vibration. Consideration will be given
to industrial and commercial properties affected and how
the environmental conditions can be mitigated and also
determine any revisions to zoning, factoring in implications
for changing density and building height. Outputs from this
process will include identification of:
• Areas that are compatible with future airport growth
• Areas that are currently blighted and in need of redevelopment / revitalization.
• Transitional zones, edges, and buffers between the
airport and adjacent areas.
Task 3 - Market Analysis and Economic
Development Positioning
Concurrent with Task 2 above, AECOM will develop a series
of studies to define policy factors, real estate markets, and
economic development opportunities. Key elements will
include:
Stakeholder Interviews
We will conduct interviews with key companies that operate
in Bensenville and the broader region to understand their
connections with the airport, practical concerns about
near-term construction, as well as long term opportunities
for economic development, enhanced supply chain
connection, and improved linkage. Additional interviews will
be conducted with community leaders, civic, medical, and
educational institutions, chambers of commerce, economic
development specialists, and regional authorities. The focus
would be on current and future positioning, perceived
opportunities and needs.
Demographic Context
We will evaluate current demographic conditions in
Bensenville and adjacent areas, to understand changes in
population, income levels, educational attainment, and
related metrics. Broader lifestyle segments for the
community will also be considered, to help frame
opportunities. Other metrics will be evaluated, including
employment and earnings trends by year, broken down by
SIC / NAICS job classifications. This information will also be
used to calculate location quotients for industry sectors.
77
Broader Economic Context
This economic strategy is occurring in the midst of a broader
dramatic economic transition which Bensenville,
Northeastern Illinois, and the State of Illinois, and the rest
of the country are going through. At the same time, however,
the analysis will need to be mindful of broader structural
changes that are also occurring around the country, which
began to occur before the current recession. These broader
structural changes, relating to changes in household
structure, and utility and fuel costs, need to be evaluated in
terms of their long term impact on the Village and the
planning process.
Real Estate Market Baseline
AECOM will define current industrial, retail, office, and hotel
market information for the Village, benchmarked against
broader submarket and regional data. Emphasis will be
placed on analysis of recent changes in occupancy and rent
levels, as well as relationships with land and building values.
The focus of the effort will be to place real estate in the
Village in a broader regional competitive perspective.
AECOM will apply our analysis from current projects in Will
County and the O’Hare area to evaluate the supply of
competitive industrial space in the village and adjacent
areas.
The analysis will distinguish between land and buildings that
are “ready to go” (i.e. entitled, platted, and fully served)
versus land that is zoned but not subdivided, or buildings
that are functionally obsolete. This approach will be used to
evaluate sites in the Village that could be suitable for
industrial development. The survey will consider existing
prepared industrial sites, as well as groupings of parcels
that could be assembled for development.
Airport Compatibility
AECOM will assess the mix of existing industries and
employers using a matrix analysis that will identify the
property, employer, nature of industry, type of industry
(manufacturing, warehouse, etc.), and correlation with
airport activities, etc. This will provide a profile of the
industries and their compatibility, identifying both the
compatible industries and ones that may be impacted. It will
also build the basis for a targeted profile for new industries
to be attracted to the Village, and identify synergies
between the existing industries that could benefit from
relocation or co-location.
78
Fiscal Impact
AECOM will assess the current fiscal benefits captured by
the Village of Bensenville that can be attributed to
companies and economic activity associated with O’Hare
International Airport. While the approach will look backward
five years before OMP work began, it will more importantly
lay the groundwork for understanding future fiscal benefits
that could flow to Bensenville as O’Hare modernization
proceeds.
Industry Linkage
We will also examine changes in industry linkage and
interconnections with the transportation system in the
region, including air, rail, water, and truck segments. We will
use input-output data from IMPLAN to evaluate interindustry relationships in greater detail for the industries
that have the greatest links to transportation infrastructure.
The exercise will benchmark the Village against the State of
Illinois to provide perspective as to the extent of integration
that local transportation industries have achieved. This
analysis will also frame opportunities for targeted
investment in transportation which could improve industry
linkage.
Aviation Industry Case Studies
AECOM will summarize international best practices with
respect to aviation-related economic development,
providing a framework for discussion of industry sectors
sees as being on the horizon. Each trend will be summarized
in a 1-2 page white paper, highlighting broader opportunities,
and implications for Bensenville. Topics to be covered could
include logistics and advanced manufacturing, time
sensitive industries and intermodal synergies.
Implications
Task 3 implications will be broken down to clarify the
competitive position of Bensenville and its evolving
relationship to O’Hare International Airport, as the OMP
effort continues. The effort will clarify industry sectors that
would be consistent with planned airport growth, as well as
changes to existing land use that would be needed to
facilitate redevelopment and revitalization.
Task 3 will also include a public meeting to highlight insights
of the analysis and possible directions during which public
input would be sought.
AECOM
Task 4 - Transportation Mapping and Analysis
The multi-modal transportation plan will build from GIS
mapping of existing and proposed facilities identified by
their use and their importance / connectivity. Stakeholders
and planning entities in the various transportation modes
(IDOT, Canadian Pacific, Union Pacific, Chicago Department
of Aviation, Chicago Metropolitan Agency for Planning, RTA/
Metra, etc.) will be interviewed as part of the effort. The
effort will need to consider an array of needs and potential
stakeholders, including:
• Residents of Bensenville
• Passengers traveling to O’Hare
• Employees who work in the area
• Employees who travel through the area to other regional
employment centers
• Freight movement through the area by truck, rail, or air
modes
The multi-modal strategy will be consistent with our proven
approaches to strategic planning and implementation.
Generally, we will determine:
1. Current Conditions. We will examine and verify the state
of the various transportation modes, existing and
proposed, and related infrastructure and supply chains
that impact Bensenville, Metropolitan Chicago, and the
Midwest Region. The Village of Bensenville is in the
unique position of being directly impacted by the close
proximity of each transportation mode and purpose
present in the greater Chicago area. It is also the source
of tremendous opportunity as well. We will utilize GIS
mapping in the development of the information,
expanding from existing data provided by Village and
county sources. Further the operations and regulatory
environments of the transportation modes analysis will
be facilitated by utilizing a strength, weakness
opportunity and threat analysis. An understanding of the
goods and passengers that move in those modes is an
essential element of the analysis. The origin destination
pairs of the traffic will be essential in understanding the
essential elements that will enable a meaningful
understanding of the supply chain in the area. The
AECOM team will capture relevant information from
CMAP’s planning efforts for the region, and also collect
more detailed information on origin / destination freight
movement through the region, using waybill information.
September, 2010
2. Future Opportunities. Working closely with municipal
leadership and private sector stakeholders, we will begin
to identify strategies and implications for refinement and
further discussion. This process will be iterative,
providing the optimal consensus-driven solution framed
against the SWOT analysis. We will use a technique
referred to as scenario planning whereby the macro and
micro economic, market, socio environments will be
developed leading to step 3 of the process. The Village of
Bensenville will be viewed in relation to potential
transportation system changes in the region, helping to
clarify future opportunities and their timing. Our current
work updating the DuPage County Transit Strategy will
also be applied.
3. Way Forward. Once existing conditions and potential
opportunities are defined, we will begin a consensus
building process, to help clarify transportation options
which are sustainable and practical, but also strategic
and visionary. Solutions and strategies relating to public
transit and freight movement will be subjected to an
incremental vetting process that will include Village
leadership, supported by AECOM experience, and other
key stakeholders. Importantly, this process will also
establish key performance indicators and benchmarks
that the Village can use to monitor the effectiveness of
the plan. Lastly, strategic plans must be adjusted over
time, so contingencies for the plan must be developed.
While the intermodal strategy will consider all modes, the
core focus of the freight movement component will consider
more precisely the need to develop a value proposition for
the Class 1 Railroads that improves the efficiency of their
freight movement through the region. This effort will need to
consider for example, how freight originates nationally and
then gets routed locally in the Chicago area, considering the
CP yard, as well as other facilities. The deliverable will be an
integrated multi-modal transportation analysis including
recommendations for a strategy to increase the benefits for
existing uses and to attract new uses. We will draw upon our
railroad and roadway transportation resources to formulate
the deliverables contemplated in this task, as well as the
linkage to other scope of work elements in Phases I and II.
79
Task 5 – Developing a Comprehensive Economic
Strategy
At this point in the process, it will be important to conduct a
series of visioning sessions with key stakeholders to test
and develop the components of what will become the
Comprehensive Economic Development Strategy for
Bensenville. The effort will build specifically from work
completed in Tasks One through Four, during which core
principles that will anchor the economic development
process will be identified. Once the core principles have
been identified, we will work with Village staff to initiate a
series of focus groups to test, evaluate, and prioritize them.
Focus groups could include individuals from disciplines such
as:
• Key employers
• Educational / workforce development institutions
• Medical institutions
• Economic / real estate development
• Downtown development
The focus groups would be scheduled during a two or
three-day period, with between four and eight focus groups
scheduled. For each focus group, AECOM would present
initial findings and then guide the conversation to focus
discussion on key elements. We would work within the
defined Committee structure to identify key focus group
participants
During the focus group process, the identified core
principals would be refined into an array of opportunity
projects that could be implemented over the next one to
three years, as well as five, ten, and 15 years into the future.
Output from the focus group discussions would be
summarized and presented to the Steering Committee for
further refinement, driven by consideration of local priorities
and initial evaluation of potential benefits, which could
include:
• Jobs, income/wages, and opportunity for existing
residents
• Fiscal impact
• Need for incentives and other economic development
tools
• Public sector investment implications
• Affect on community character and quality of life,
80
AECOM
immediately and in the future
Phase I Outputs will include:
• Completed base mapping of Village infrastructure assets
• Established base of existing conditions data, including
identification of areas where changes in landuse are
either appropriate or necessary
• Delineation of private and public sector infrastructure
projects, as well as a definition of their interconnectivity
• Development of economic development strategies and
market opportunities that Bensenville can be positioned
for an identification of strategic program elements, as
well as their critical contributing factors and measures to
sustain the adaptability of the project
Phase II – Creating a Vision for Bensenville
Utilizing information gathered in Phase I and input from the
Steering Committee, key stakeholders and the community,
the AECOM design team will begin to develop a series of land
use strategies and urban design approaches for key sub
areas in the Village of Bensenville. Building on consensus
and developed around core elements, one of the key goals of
this effort will be to identify appropriate land uses that do
not conflict with O’Hare International Airport and the
Modernization Program. However, it is our intent to go
beyond this requirement by creating a realistic and
implementable vision for the Village that will ultimately
benefit the residents of Bensenville and improve the
physical quality of the larger community.
Task 1 - Our Approach to Developing a Land Use
Plan and Sub Area Profiles
The Village of Bensenville has clearly identified potential
redevelopment areas that should be the focus of the land
use planning effort. It is our intent to build upon the Village
of Bensenville’s current General Comprehensive Plan (GCP)
as well as the supplemental Corridor Plan adopted in 2004.
We understand that the GCP will be amended to include
several Sub-Area Plans with the goal of promoting and
recruiting new development that benefits Bensenville, is
compatible with the O’Hare Airport Expansion and the
existing context, enhances interstate connectivity and most
importantly minimizes impacts on the existing community.
Utilizing the information developed in Task 2B – Land Use
and Zoning Analysis, AECOM will identify opportunity sites
for future development in each sub area . As part of the land
use planning effort, we will develop a more detailed master
plan of select areas and critical nodes within the sub areas.
The intent is to create a physical template to guide future
development based on the Economic Development Strategy
components that emerge in Phase I. Although these areas
are in close proximity and impact each other, each area
presents a different set of issues and challenges.
Irving Park Road Corridor
Using the existing conditions data developed in Phase I,
the AECOM team will develop a Corridor Plan for Irving Park
Road. We will identify opportunity sites for future
development and create a land use strategy that will not
only identify the highest and best use for the corridor, but
successfully balance new development with existing
residential and commercial uses. Using the economic
analysis drafted in Phase I, we will create a development
program to structure a master plan for the corridor.
Elements of the Corridor plan will include the location of
proposed buildings by use, access to parking, and how the
corridor relates to the built environment within the Village.
As part of the Sub Area Plan for the Irving Park Corridor, we
will also create a conceptual streetscape improvement plan
that will incorporate unifying features and strengthen the
identity of Irving Park Road and the Village. This will include
a full examination within the public right of way including
travel and parking lanes, streetscape elements as well as
pedestrian movement within the corridor.
Special emphasis will be placed on the intersection of Irving
Park and York Road from a development standpoint but how
vehicles move through the intersection.
Green Street Corridor
The approach for the design team on the Green Street
corridor will be to develop a clear urban design and land use
strategy, based on the notion that anticipated development
of the Western by-pass around O’Hare will significantly
increase access and visibility for this area. We will examine
ways to soften edges in this area between residential and
industrial use, and identify sites and areas that are suitable
for assemblage and redevelopment. A series of alternative
framework plans that will explore all aspects of a new urban
fabric that will respect the surrounding neighborhood and
reflect densities that provides appropriate transition to the
surrounding area.
September, 2010
Supported by the economic analysis, the AECOM team
will develop a clear land use strategy that will be able to
capitalize on proximity to the airport. We will create a
development program and use that information to design a
detailed illustrative master plan that locates potential retail
and commercial uses along Green Street. Depending on the
findings from the economic analysis, a higher density
approach could be taken to assist in creating a successful
transition from O’Hare Airport to Bensenville with a lower
scale approach on the south side of the street. Height
restrictions and glide patterns will need to be thoroughly
examined. As well, the team will specifically consider the
existing Canadian Pacific Railyard, developing approaches
for how this area could evolve in the future.
The AECOM team will develop a streetscape plan that
improves the public realm and successfully balances traffic
of all modes. We will also work closely with the Village of
Bensenville Department of Planning to identify codes that
restrict excessive advertising and inappropriate scale.
Downtown Bensenville
The AECOM design team will develop a land use and urban
design strategy focused around the downtown Bensenville
Metra Station. Our approach will be to develop a transit
oriented master plan that will take advantage of proximity to
the Metra Station but also it link to other modes of public
transportation proposed in the transit plan, supported by
work identified in Phase 1 – Task 4. The Sub Area plan will
identify opportunity sites and locate mixed-use
development, building from current planning work underway
in this area. Residential building types and densities, unit
total, and unit mix will be identified for the alternative
scenarios. Retail, commercial, community, and mixed-use
buildings will be identified and incorporated into the design
alternatives as well. We will identify maximum building
heights and setbacks, and illustrate how each residential
unit and proposed commercial development is parked.
Proposed development will be balanced with existing civic
anchors such as City Hall, as well as residential
development and existing storefronts.
Throrndale Avenue and North Industrial Park
More than any other Sub Area, the AECOM team will need to
full understanding of the existing conditions in the North
Industrial Park Area. The goal will be to have a thorough
understanding of which facilities are currently in operation,
which have short term leases, and which are dormant or
vacant. In addition, we will need to have a full understanding
81
of key brownfield sites and work closely with the Village to
develop a strategy on how to address these areas. This
exercise will allow the design team to identify buildings that
could be potentially re-purposed to support larger
operations or demolished to make way for new development
or public recreation. Supported by the economic analysis,
the land use plan and urban framework strategy for the
North Industrial park will be focused on developing a new
commercial zone for Bensenville.
Working closely with our transportation experts, the AECOM
design team will develop a streetscape strategy and make
public right of way improvements that will provide the
proper balance between truck and freight movement with
vehicular movement from the citizens of Bensenville.
Deliverables (for each Sub Area):
• Illustrative master plan
• Proposed land use plan
• Proposed Street and Block Framework • Access and circulation diagrams
• Detailed lot and block plans illustrating building types,
setbacks, height limits, and parking standards
• Full program for each alternative identifying
- proposed square footage of proposed development by
land use and building type
- proposed square footage of proposed recreation and
open space
• Conceptual massing of each Sub Area
• Streetscape plan that establishes the visual character of
the public realm
• Primary and secondary access routes
• Supporting illustrations such as 3D perspective drawings
• Proposed streetscape improvement plan illustrating
typical residential streets, alleys, potential greening
opportunities along major routes.
• Summary booklet of the Sub Area Plans
Throughout the development of the land use and Sub Areas
Plans, the AECOM team will meet with the Steering
Committee and the client group to present design
alternatives at key points throughout the process.
Refinements to the land use plans will be made between
each session and formally presented to the larger
community of Bensenville midway through and at the
conclusion of Phase II.
82
Task 2 – Design Guidelines
The AECOM team is recommending that a series of design
guidelines be created to inform future development. Design
Guidelines are regulations that can govern the overall
character and ensure that present and future development
is context sensitive and meets the specific needs of
Bensenville. They can also serve as a tool for the Village of
Bensenville to use as a guide for potential developers and
existing property owners as to what the Village has determined
is appropriate design for the area. They are not strict and
enforceable and they do not dictate what development will
be constructed, but instead provide suggestions and
framework for enhancement.
The AECOM team will develop design guidelines that will
support the land use recommendations in the Sub Area
Plans. These guidelines will be developed in coordination
with the Steering Committee and a series of public outreach
meeting with the community. Once completed, we will meet
with the client group to identify elements of the guidelines
to be considered for regulatory changes to the Village’s
Codes and Ordinances. This will include higher level
recommendations on best development practices, land use
regulation and preventative and remedial measures to
achieve the highest and best use of the land within the
Village adjacent to O’Hare Airport. We will present our
recommendations to the Steering Committee and the larger
community of Bensenville, gather input from these meeting
and develop a final draft of recommendations that will be
presented again to the public.
The final product will be used a part of the larger
implementation strategy and subsequently used for
amendments to zoning, building codes and subdivision
regulations.
Deliverables:
• Design Guidelines for the Sub Area
• Proposed Zoning Map
• Recommendations for the amendment of the Village of
Bensenville General Comprehensive Plan
• Detailed recommendations to subdivision regulation and
building codes
AECOM
Phase III – An Implementation Strategy
AECOM will outline an implementation strategy for the
Village of Bensenville. The strategy will be to develop a near
term plan (1-5 year), mid range plan (5-10 years) and long
range plan (25 year). Near term goals may include public
realm improvements in select corridors, creation of clear
and discernable transportation routes for freight and rail,
and strategic changes to the zoning ordinance and building
codes. Land use and Sub Area plans should include a
phasing plan to identify specific locations for near term
future development. Proper adjustments to the zoning code
and village ordinance should be made in accordance to the
select elements identified in the design guideline.
Task 1 - Infrastructure Investment and Pay-Back
Analysis
Components will include:
• Update village capital improvement plan based on
analysis findings
• Identify likely impact of OMP on village infrastructure,
and discuss mitigation steps
• Understand impact on systems (infrastructure and roads)
adjacent to O’Hare / recommend changes
• Look at new communications / technology infrastructure
to support economic development strategy
recommendations.
• Develop rate and fee studies to understand revenue
implications associated with defined CIP for stormwater,
potable water, and sanitary sewer investments. The rate
studies will be supported by AECOM work completed in
Phase I looking at current real estate market data, as
well as team forecasts of new development / redevelopment that could occur based on timing of the ElginO’Hare Expressway / western By-Pass and Terminal.
Changes in land use will be broken down into demand for
municipal services, with corresponding revenue
implications.
The AECOM team will relate proposed infrastructure
investment requirements to likely fiscal benefits, confirming
the extent to which identified investment levels can be
sustained over time.
September, 2010
Task 2 - Comprehensive Economic Development
Action Plan
AECOM will summarize the research effort, developing the
following components:
• Vision statement
• Identification of specific goals and objectives
• Recommendations for changes to organizational structures for economic development
Implementation / funding / monitoring (i.e. ongoing role)
• Required infrastructure projects
• Coordination with all agencies / jurisdictions
Presenting Sub Area Alternatives
A vital part of interacting with stakeholder groups in the
design process is to graphically illustrate different design
elements that can be incorporated into the plan for any
given site. Our team will assemble and present a select, yet
broad range of building types and densities as well as
landscape and streetscape examples from comparable
recent developments.
At the beginning of the meeting, we will build on the findings
from the Asset-Based Planning Workshops by giving
participants an opportunity to prioritize the comments from
the previous SWOT Analysis and other exercises.
We will present the plan alternatives that the team has
developed for the site. The redevelopment plans will be
discussed on a conceptual level, to explain the principles
guiding each plan. The discussion of the plan alternatives for
the key redevelopment sites identified will specifically
address how they are supported by the market research and
needs assessment. Applicable design issues will be
discussed, and input will be solicited about the concepts
presented to address both pros and cons of the designs. A
discussion will be held to further elicit public opinion.
To finalize this process, we will revise the alternatives and
present them to the client for review and to further the
discussion. We will move forward to the next phase, refining
the final plan, which may be one or a combination of the
three alternatives presented.
83
Final Community Meeting: Open House and Presentation of
Final Master Plans
After refining the master plan, we will present the final
version during a public meeting near the conclusion of the
project. As with prior meetings, we will address design
implications and feasibility. Ample opportunity will be
provided for stakeholders to review and discuss the
proposed plans, and final revisions will be incorporated
considering comments made at this meeting.
Deliverables (for all public meetings):
• Summary of public comments
• Photographs documenting meeting
• Digital copies of all materials
84
AECOM
Project Schedule
MONTH
TASK
PHASE / TASK
Phase I - Kick-Off / Existing Conditions
Task 1
Project Kick-Off
Task 2
Infrastructure mapping
Task 2B Land Use mapping and Sub-Area Planning
Task 3
Task 4
Task 5
Market Analysis and Economic
Development Positioning
Multi-Modal Transportation Mapping and
Analysis
Developing a Comprehensive Economic
Strategy
Phase II - Creating a Vision for
Bensenville
Task 1
Compatible Land Use Plan Development
Task 2
Identify Amendments to Village Codes
Phase III - An Implementation Strategy
Task 1
Task 2
Infrastructure Investment and Pay-Back
Analysis
Comprehensive Economic Development
Action Plan
Dec-10
Jan-10
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
SECTION 4: Fee
Fee
4
SECTION 4: Fee
4
4
September, 2010
87
Project Fee
The following table highlights our preliminary budget for this project. The estimate is based on the proposed work program
and can be adjusted based on conversations with you regarding scope components, level of effort, timing, and deliverables.
Task
Phase I - Kick-Off / Existing Conditions
Total Budget
Total Hours
Task 1
Project Kick-Off
$25,000
200
Task 2
Infrastructure mapping
$85,000
680
Task 2B
Land Use mapping and Sub-Area Planning
$60,000
480
Task 3
Market Analysis and Economic Development Positioning
$90,000
720
Task 4
Multi-Modal Transportation Mapping and Analysis
$75,000
600
Task 5
Developing a Comprehensive Economic Strategy
$35,000
280
Sub-Total
370,000
2,960
Phase II - Creating a Vision for Bensenville
Task 1
Compatible Land Use Plan Development
$195,000
1,560
Task 2
Identify Amendments to Village Codes
$35,000
280
Sub-Total
$230,000
1,840
Phase III - Implementation Strategy
Task 1
Infrastructure Investment and Pay-Back Analysis
$90,000
720
Task 2
Comprehensive Economic Development Action Plan
$40,000
320
Sub-Total
$130,000
1,040
Total Professional Fees
$730,000
5,840
Expenses
$70,000
Total Project Cost
$800,000
4,800
88
AECOM
Hourly Rates
Team Member
Charge Out Rates
Principal
$200.00 - $250.00
Associate Principal
$160.00 - $200.00
Senior Associate
$120.00 - $160.00
Associate
$100.00 - $120.00
Techinical Staff
$80.00 - $100.00
Administrative
$80.00 - $100.00
5
SECTION 5: Certificate of Insurances
Certificate of Insurances
5
SECTION 5: Certificate of Insurances
5
92
ISO Certification and Quality Control Procedures
AECOM has quality management protocols that combine
internationally recognized certification standards with our
customized practice-specific processes. Our US operations
received ISO 9001:2000 certification from the International
Organization for Standardization (ISO) in February 2009, and
global operations are expected to obtain certification by
December 2009. AECOM has crafted a project delivery
system (PDS) to apply the ISO quality management standards
to our practice, with a particular emphasis on ensuring that
sustainability, client care, and quality assurance are integrated
into all projects. The PDS governs all phases of projects from
proposal/contract to project planning, execution, and closeout.
Creative reviews form another layer of quality management
within the studio, allowing principals and peers the opportunity
to critique projects in progress and encouraging a global
dialogue aimed at continually improving the quality of our
deliverables to clients.
AECOM employs industry-standard quality assurance/
quality control procedures (QA/QC) and is well known for its
high-quality products and presentations. Technical reports
and analyses are regularly reviewed by an in-house technical
editor before submission to our clients.
AECOM maintains a Quality Assurance (QA) Plan and Manual
that identifies the procedures and controls to be used in
data collection, data verification, data mapping accuracy
(e.g., for GIS uses), copy editing, readability of documents,
legality, technical review, and quality of service to our
clients. The QA Plan assigns responsibilities and accountability
at each level of analysis and review. The Plan encompasses
both the informal needs for professional research and
analysis as well as the stringent requirements of formal QA/
QC demanded for primary data collection and analysis,
record keeping, and auditing.
AECOM
September, 2010
93

Village of Bensenville, Illinois BOARD OF TRUSTEES MEETING

Transcription

Similar documents

Offham Parish Council “Our Village” photo competition

VM - Village Market

versione PDF - Appartamenti Casa vacanza Kaporo

Belstone - Dartmoor National Park

Dalmatisch stenen huis | U823 (6+2)

Bluffton-Low Country Village Flyer.indd

village ii - Henry S. Miller

Beer Stein Order Form

BEAUTIFUL POTTERY BARN INSPIRED SNOWBRIDGE CONDO

CABANA BAR HAPPY HOUR